Discussion 3

PreK-3 Principal Leadership Series Cultivating Collaborative Cultures – Session Three

Overview In their book, Coherence: The Right Drivers in Action for Schools, Districts, and Systems, Michael Fullan and Joanne Quinn describe four essential components for successful and sustainable system change. One of the components/drivers is Cultivating Collaborative Cultures, where the focus is on producing strong groups and strong individuals. There are four elements of Cultivating Collaborative Cultures: Culture of Growth, Learning Leadership, Capacity Building, and Collaborative Work.

Culture of Growth Mind-set matters. Every action leaders take sends ripples through their organizations. The messages may be intended or unintended but can either build coherence and commitment or foster tension and frustration. Organizations that support learning, innovation, and action build a culture of growth. Leaders who possess a growth mind-set build capacity in others and help them achieve more than they expected of themselves (p. 49).

Learning Leadership Leaders at system, district, and school levels need to influence the culture and processes that support learning and working together in purposeful ways at every level of the organization if they are to produce greater learning in students. Creating a culture of growth is a start, but leaders need to intentionally orchestrate the work of teachers, leaders, and peers and keep it focused on collaboratively improving student learning (p. 53).

Capacity Building Capacity building is a key lever for developing coherence because as knowledge and skills are being developed, the collaborative culture is deepened, sharing meaning is clarified, and commitment is reinforced. Capacity refers to the capability of the individual or organization to make the changes required and involves the development of knowledge, skills, and commitments. Collective capacity building involves the increased ability of educators at all levels of the system to make the instructional changes required to raise the bar and close the gap for all students (p. 57).

Collaborative Work Improving whole systems requires that everyone shift their practice... People are motivated to change through meaningful work done in collaboration with others. If we want to shift the organization, we need to pay attention to both the quality of the capacity building and the degree of collaborative learning (p. 60).

from Fullan, M., & Quinn, J. (2016). Coherence: The right drivers in action for schools, districts, and systems. Corwin.

Charismatic heroes will not save the day. Rather, we need leaders who create a culture of growth; know how to engage the hearts and minds of everyone; and focus their collective intelligence, talent, and commitment to shaping a new path. They recognize that what pulls people in is meaningful work in collaboration with others. They use the group to change the group by building deep collaborative work horizontally and vertically across their organizations. They develop many leaders who, in turn, develop others, thereby contributing to the sustainability of the organization (Fullan & Quinn, p. 47).

Infographic 3 Cultivating Collaborative Cultures

Organizations that support learning, innovation, and action build a culture

of growth.

Mind set mmMind-set mmMind-set matters.

Seek good ideas externally, but don’t rely on the external experts for solutions.

Leaders are wise to evaluate policy and strategy decisions on the three dimensions of quality, commitment, and capacity.

mattersmatters.mattersmatters

ternallternallte nallern yy, but don’t bubut experts rts e pexp ffffor or

evaluate policyevvaevaluate pop icy ns on the thns on th thhe t rree ee y, commitment,

Collaborating is not just about creating a place where people

feel good but rather about cultivating the expertise of

everyone to be focused on a collective purpose.

Deepening Learning

Securing Accountability

Focusing Direction

Leadership

Collaborating is not just about creating a place where people

feel good but rather about cultivating the expertise of

Lead learners build professional capital across their organizations by

Shaping the culture

Modeling learning

Maximizing the focus

on learning

Securing Accountability SecuringSecuringSecuring AccountabiliAccountabiliAccountabilitttyttyy

Focusing Direction FocusingFocusingFocusing DiDiDirrrectionrrectionection

Leaader ppLLeadeLLeaaddeLeaderrrshiprrshiippship

The key to a capacity building approach lies in

Developing a common knowledge and skill base across all leaders and educators in the system

Focusing on a few goals

Sustaining an intense effort over multiple years

Capacity building is an approach, not a program.

Capacity building is an approach, not a program.

Effective change processes shape and

reshape good ideas as they build capacity and

ownership.

Deepening Learning

DeepeningDeepeningDeepening LearningLearningLearning

Collaborative work approaches must be intentionally designed and implemented to

To shift school, district, or system practices, one needs to have a strong learning design

and deep collaborative work.

- Incorporate whole systems - Focus on learning - Build capacity - Have measurable impact - Be flexible and dynamic - Be sustainable

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Copyright © 2016 by Corwin. All rights reserved. Reprinted from Coherence: The Right Drivers in Action for Schools, Districts, and Systems by Michael Fullan and Joanne Quinn. Thousand Oaks, CA: Corwin, www.corwin.com. Reproduction authorized only for the local school site or nonprofit organization that has purchased this book.