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Fullan f01.tex V2-05/30/2011 1:02P.M. PageII Fullan f01.tex V2-05/30/2011 1:02P.M. PageI Change Leader Fullan f01.tex V2-05/30/2011 1:02P.M. PageII Fullan f01.tex V2-05/30/2011 1:02P.M. PageIII Change L e a de r Learning to Do What Matters Most Michael Fullan Fullan f01.tex V3-06/17/2011 2:31P.M. PageIV Copyright2011byJohnWiley&Sons,Inc.Allrightsreserved. PublishedbyJossey-Bass AWileyImprint 989MarketStreet,SanFrancisco,CA94103-1741—www.josseybass.com Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmittedin anyformorbyanymeans,electronic,mechanical,photocopying,recording,scanning,or otherwise,exceptaspermittedunderSection107or108ofthe1976UnitedStatesCopyright Act,withouteitherthepriorwrittenpermissionofthepublisher,orauthorizationthrough paymentoftheappropriateper-copyfeetotheCopyrightClearanceCenter,Inc.,222 RosewoodDrive,Danvers,MA01923,978-750-8400,fax978-646-8600,orontheWebat www.copyright.com.Requeststothepublisherforpermissionshouldbeaddressedtothe PermissionsDepartment,JohnWiley&Sons,Inc.,111RiverStreet,Hoboken,NJ07030, 201-748-6011,fax201-748-6008,oronlineatwww.wiley.com/go/permissions. Gratefulacknowledgmentismadeforpermissiontoprintthefollowing: Figure3.1:‘‘TheMythandtheRealityofChange,’’byHerold,D.&Fedor,D.,fromChange thewayyouleadchange(2008).ReprintedbypermissionofStanfordUniversityPress. LimitofLiability/DisclaimerofWarranty:Whilethepublisherandauthorhaveusedtheirbest effortsinpreparingthisbook,theymakenorepresentationsorwarrantieswithrespecttothe accuracyorcompletenessofthecontentsofthisbookandspecificallydisclaimanyimplied warrantiesofmerchantabilityorfitnessforaparticularpurpose.Nowarrantymaybecreated orextendedbysalesrepresentativesorwrittensalesmaterials.Theadviceandstrategies containedhereinmaynotbesuitableforyoursituation.Youshouldconsultwitha professionalwhereappropriate.Neitherthepublishernorauthorshallbeliableforanylossof profitoranyothercommercialdamages,includingbutnotlimitedtospecial,incidental, consequential,orotherdamages.ReadersshouldbeawarethatInternetWebsitesofferedas citationsand/orsourcesforfurtherinformationmayhavechangedordisappearedbetween thetimethiswaswrittenandwhenitisread. Jossey-Bassbooksandproductsareavailablethroughmostbookstores.TocontactJossey-Bass directlycallourCustomerCareDepartmentwithintheU.S.at800-956-7739,outsidetheU.S. at317-572-3986,orfax317-572-4002. Wileyalsopublishesitsbooksinavarietyofelectronicformatsandbyprint-on-demand.Not allcontentthatisavailableinstandardprintversionsofthisbookmayappearorbepackaged inallbookformats.Ifyouhavepurchasedaversionofthisbookthatdidnotincludemedia thatisreferencedbyoraccompaniesastandardprintversion,youmayrequestthismediaby visitinghttp://booksupport.wiley.com.FormoreinformationaboutWileyproducts,visitus www.wiley.com. LibraryofCongressCataloging-in-PublicationData Fullan,Michael. Changeleader:learningtodowhatmattersmost/MichaelFullan. p.cm. Includesbibliographicalreferencesandindex. ISBN978-0-470-58213-8(cloth),978-1-118-10657-0(ebk),978-1-118-10658-7(ebk), 978-1-118-10659-4(ebk) 1. Leadership. 2. Organizationalchange. I. Title. HD57.7.F852011 658.4(cid:1)092—dc23 2011017842 PrintedintheUnitedStatesofAmerica firstedition HBPrinting10987654321 Contents Preface xi Acknowledgments xv AbouttheAuthor xvii CHAPTER ONE: Practice Drives Theory: Doing Is theCrucibleofChange 1 CHAPTER TWO: Be Resolute: Act with Purpose andEmpathy 27 CHAPTER THREE: MotivatetheMasses: ExperiencingIsBelieving 49 CHAPTER FOUR: CollaboratetoCompete: MultiplyCapacityandWin 87 CHAPTER FIVE: LearnConfidently:Change RequiresConfidence(butTrueConfidence RequiresHumility) 109 v vi CONTENTS CHAPTER SIX: Know Your Impact: Drowning in Data,ThirstyforKnowledge 125 CHAPTER SEVEN: SustainSimplexity: JustRightSimple 147 References 157 Index 165 Fullan f02.tex V2-05/30/2011 1:02P.M. PageVII To Mary Fullan f02.tex V2-05/30/2011 1:02P.M. PageVIII

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We live in a challenging, complex, inter-connected and unpredictable world beset by a range of seemingly insoluble problems. But, says Michael Fullan—an internationally acclaimed authority on organizational change—we have an increasing understanding of how to tackle complex change. This involves

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