Leading in a Culture of Change: Personal Action Guide and
Workbook is an essential companion to Michael Fullan's
bestselling book, Leading in a Culture of Change. This
practical guide is designed to help leaders in all sectors
(corporate, education, public, and nonprofit) manage and drive
productive change within their organizations.
The workbook is filled with illustrative case
examples, exercises, and resources that you can use with
individuals or groups. It will help you (and any change
agent) integrate the five core competencies--attending to
a broader moral purpose, keeping on top of the change process,
cultivating relationships, sharing knowledge, and setting a vision
and context for creating coherence in organizations--and
empower you to deal with the issues of complex change.
Autorentext
MICHAEL FULLAN Dean of the Ontario Institute for Studies in Education of the University of Toronto, is recognized as an international authority on educational reform. He is engaged in training, consulting, and evaluation of change projects around the world. His books have been published in many languages. He is coauthor of What's Worth Fighting For trilogy, author of The Changes Forces trilogy, author of The New Meaning of Educational Change, Third Edition and Leading in a Culture of Change.
Zusammenfassung
Leading in a Culture of Change: Personal Action Guide and Workbook is an essential companion to Michael Fullan's bestselling book, Leading in a Culture of Change. This practical guide is designed to help leaders in all sectors (corporate, education, public, and nonprofit) manage and drive productive change within their organizations.
The workbook is filled with illustrative case examples, exercises, and resources that you can use with individuals or groups. It will help you (and any change agent) integrate the five core competenciesattending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizationsand empower you to deal with the issues of complex change.
Inhalt
About the Authors ix
Acknowledgments xi
Preface xiii
Introduction xv
One The Five Components of Change Leadership 1
Two Moral Purpose 11
Three Understanding Change 39
Four Building Relationships 77
Five Creating and Sharing Knowledge 115
Six Making Coherence 159
Seven Learning the Leadership 185
Appendix: Writings by Well-Known Authors Support the Concepts Presented in Leading in a Culture of Change 221
References 233
Index 237