The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive
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The Six Secrets of Change explores essential lessons for business and public sector leaders for surviving and thriving in todays complex environment. He draws on his acclaimed work in bringing about large-scale and substantial change in education reform in both public school systems and universities, as well as engaging in major change initiatives internationally. This book is filled with lessons that are insightful, actionable, and concisely communicable. These lessons are secrets not because there is a conspiracy to hide them from public view, but because they are often difficult to grasp in their deep meaning, and challenging to appreciate and act on in combination. Fullan makes these so-called secrets accessible and useful and offers illustrative examples from a variety of businesses, health organizations, and public education systems. 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.
Preface viiAcknowledgments xiAbout the Author xiiiIntroduction: Have Theory, Will Travel 1Love Your Employees 19Connect Peers with Purpose 39Capacity Building Prevails 55Learning Is the Work 73Transparency Rules 91Systems Learn 105Conclusion: Keeping the Secrets 123References 137Index 145
