In the second edition of Leading Modern Learning, A Blueprint for Vision Driven Schools authors Jay McTighe and Greg Curtis offer the reader a fully rethought version of their blueprint for major education reform. More than a simple refresh, this new edition incorporates new insights, thinking, and experiences to refine approaches to, and tools for, implementing effective modern learning practices in a department, school, or district. With new Notes From the Field elements, McTighe and Curtis highlight key observations from their work with schools, including how to avoid potential missteps, misunderstandings, and time wasters that inhibit progress when implementing reform. .

This book helps educators to discover a systemic framework, proven processes, and practical strategies that can be used to achieve a vision for modern learning. It incorporates new insights, experiences, and tools that will help you implement modern learning practices in your department, school, or district.

People do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can managers also carve out time to learn, engage, build relationships, tap motivation, encourage development, and inspire? The problem is a false dichotomy between the world of business and that of people development. What if managers were able to systematically transform everyday business issues into meaningful, developmental coaching opportunities with employees at the same time? This proven coaching approach radically shifts conversations away from either-or propositions and uses an entirely different lens: transforming business challenges by connecting them directly to employee motivation to achieve the desired business result while dramatically increasing employee engagement. And all this comes none too soon as leaders must rethink the way they lead given the modern realities of organizational life. Among them: A rapidly changing workplace and increasing uncertainty that requires a fundamental shift in the leader’s approach, including the distribution of authority and the expectation that employees take responsibility for their own learning Pervasive and persistent employee disengagement, characterized by employees who no longer accept the organization’s priorities at the expense of their own, where organizations that continue to dictate terms will find ongoing challenges with costly employee turnover and lack of engagement During the past decade, the Developmental Coaching Model has been taught across the globe in nine languages and has been enthusiastically embraced by thousands of managers while dissolving the invisible barriers that block individual and organizational development and business success.

Improve the quality of organizational learning in your school and address how current demands for rapid change and accountability contribute to levels of fear and stress. The author draws on educational, psychological, and neuroscientific research to show how leaders can change the prevailing emotional climate or tone of a school to promote deeper learning at all levels.

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 developing a new kind of leader: one who recognizes what is needed to bring about deep and lasting changes in living systems at all levels. These leaders need a deep understanding of what motivates us as human beings and how we tap into and influence other people's self-motivation. In his previous best-selling books The Six Secrets of Change, Leading in a Culture of Change, and Turnaround Leadership, Michael Fullan examined the concepts and processes of change. In Change Leader he turns his focus to the core practices of leadership that are so vital for leading in today's complex world. He reveals seven core practices for today's leaders, all of which appear to be deceptively simple but actually get to the essence of what differentiates a powerful leader from one who is merely competent: Practice Drives Theory Be Resolute Motivate the Masses Collaborate to Compete Learn Confidently Know Your Impact Sustain Simplexity Throughout the book Fullan argues that powerful leaders have built bedrocks of credibility, have learned how to identify the few things that matter most, and know how to leverage their skills in ways that benefit their entire organization. The author shows leaders how to avoid policies and strategies that focus on shallow and short-term goals and develop leadership skills for long-term success. With a wealth of illustrative examples from business, education, nonprofit, and government sectors Change Leader provides a much-needed leadership guide for today's turbulent climate.

Reshapes the way teachers and administrators think about people, practices, and policies... This innovative book about organizational learning in K–12 settings reshapes the way teachers and administrators think about people, practices, and policies while providing a compelling roadmap for transformation from within today′s school systems. Key Features: Six interrelated conditions support organizational learning: prioritizing learning, fostering inquiry, facilitating the dissemination of knowledge, practicing democratic principles, attending to human relationships, and providing for members′ self-fulfillment. An on-going case study connects everyday practices in school systems to a holistic framework that helps practitioners understand how their thinking and behaviors influence learning, work environments, collegial interactions, decision making, and innovation. Numerous practical examples bring complex theoretical concepts to life, while a series of essential questions, activities for getting started, and reflective journal prompts allow practitioners to apply content and ideas to their own settings

This volume provides an overview of key contemporary themes in educational leadership. It focuses on developing professional capacity, organisation improvement and the implementation of change, looking at theoretical frameworks and concepts, recent research studies and case examples of effective practice. The book covers: - leading learning and learner leadership - change processes and distributed leadership - leading professional development for educational contexts. Designed to encourage critical analysis and debate, this volume will be a useful resource for postgraduate and professional development courses in educational leadership and for practitioners. It is a companion to Educational Leadership: Context, Strategy and Collaboration, also published by Sage.