The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive / Edition 1

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Overview

Praise for The Six Secrets of Change

"Fullan has an uncanny ability to produce what is needed at the time it is needed. The six secrets are based in theory, grounded in practice, powerful in their relationship to each other, and described in ways that enable deep understanding. It is a refreshing change from the surface lists of leadership and change ideas that all too often permeate education and business literature."
Vicki Phillips, director of education, Bill & Melinda Gates Foundation

"This book simultaneously clarifies, synthesizes, and challenges. Anyone in a management position will find it both very entertaining and full of wisdom."
Sir Michael Barber, former head, Tony Blair's Policy Delivery Unit

"The Six Secrets of Change is a must for anyone who thinks about leadership, aspires to be a great leader, or thinks they are already an expert on the subject. Fullan takes on some sacred cows, and advances a remarkable framework for all us who seek 'to be the changes we seek in the world.' Truly and deeply inspirational."
Charles Pascal, executive director, Atkinson Foundation

"One of the best books I have read in a long, long time. The Six Secrets of Change is insightful, challenging and authentic. Michael Fullan has a unique ability to bring the theory and practice of leadership together in a way that truly resonates. All those who are grappling with the challenges of leadership in complex organizations should read this book."
Steve Munby, chief executive, National College for School Leadership, England

"Michael Fullan is one of the world's leading exponents on managing change. The Six Secrets of Change is a further brilliant contribution. These may be secrets but what is described can be accomplished by leaders at every level."
Brian J. Caldwell, managing director, Educational Transformations Pty. Ltd.

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Editorial Reviews

From the Publisher
"Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels." (Publisher's Weekly, 03/20/08)

Fullan (Leading in a Culture of Change) argues that the world is too complex for any theory to possess unassailable certainty, and leaders should shy away from relying on a single blueprint for success. Instead, good leaders should use theories of action to guide their decisions, but remain open to new data that may direct further action. Fullan advocates adopting “theories that travel”—practical insights that travel across sectors, geography and culturally diverse situations and point to actions likely to be effective given the circumstances. To help managers navigate change, Fullan shares six secrets designed to help with large-scale reform: “Love Your Employees, “Connect Peers with Purpose,” “Capacity Building Prevails,” “Learning Is the Work,” Transparency Rules” and “Systems Learn,” and provides guidelines for making these secrets work. Although the six secrets are hardly radically new ideas and are presented as a bit of panacea, Fullan’s practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels. (May.) (Publishers Weekly, March 17, 2008)

Publishers Weekly

Fullan (Leading in a Culture of Change) argues that the world is too complex for any theory to possess unassailable certainty, and leaders should shy away from relying on a single blueprint for success. Instead, good leaders should use theories of action to guide their decisions, but remain open to new data that may direct further action. Fullan advocates adopting "theories that travel"-practical insights that travel across sectors, geography and culturally diverse situations and point to actions likely to be effective given the circumstances. To help managers navigate change, Fullan share six secrets designed to help with large-scale reform: "Love Your Employees," "Connect Peers with Purpose," "Capacity Building Prevails," "Learning Is the Work," "Transparency Rules" and "Systems Learn, and provides guidelines for making these secrets work. Although the six secrets are hardly radically new ideas and are presented as a bit of a panacea, Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels. (May)

Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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Product Details

  • ISBN-13: 9780787988821
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 4/4/2008
  • Edition number: 1
  • Pages: 176
  • Product dimensions: 6.44 (w) x 9.17 (h) x 0.75 (d)

Meet the Author

Michael Fullan is professor emeritus of the Ontario Institute for Studies in Education of the University of Toronto. He currently serves as special advisor in education to the premier of Ontario. Recognized as a worldwide authority on organizational change, he is engaged in training, consulting, and evaluating change projects around the world. Fullan is the author of Leading in a Culture of Change and Turnaround Leadership.

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Table of Contents

Preface.

Acknowledgments.

About the Author.

Introduction: Have Theory, Will Travel.

Secret One: Love Your Employees.

Secret Two: Connect Peers with Purpose.

Secret Three: Capacity Building Prevails.

Secret Four: Learning Is the Work.

Secret Five: Transparency Rules.

Secret Six: Systems Learn.

Conclusion: Keeping the Secrets.

References.

Index.

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Customer Reviews

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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted February 22, 2010

    Good overview of contemporary leadership

    Great overview of concepts and personal research of the author. Not terribly scholarly but a good read.

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  • Posted May 3, 2009

    How to change.

    Great book on change and the consequences of doing so "internally", it is a book with many important concepts for the job. Those secrets have to do with team group, and analysis of some situations. Good job !!!

    Was this review helpful? Yes  No   Report this review
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