What's Worth Fighting for in the Principalship by
Michael Fullan is one of three books in the
What's Worth Fighting For? series. The remaining two texts in this series are
What's Worth Fighting for in Your School? and
What's Worth Fighting for Out There? have been written by Michael
Fullan and Andy Hargreaves.
What's Worth Fighting for in the
Principalship has been broken up into three parts. Part 1 builds the case for how bad things are for the principal. Part 2 builds the case about how the principal position is that of a middle manager (perceived authority and autonomy, yet has little). Lastly, part 3 provides guidelines for action. Although this is a book about leadership, specifically principal leadership, the author maintains that there is "NO SILVER BULLET".
Mahatma Gandhi was once quoted saying, "We must be the change we want to see in the world." As principals, we too, need to be the change we want to see in the children and teachers we serve.
Chapter 1 talks about how bad are things for the principal? The author contends that the current design for obtaining, supporting, and guiding principals is flawed. In fact, it has been designed to foster dependency and to play the "blame-game". The author suggests we live in a non rational world that demands we act within a rational world. He talks about the "if-then" philosophy many of us engage in. He suggests that this is a philosophy that shifts blame and provides no solution(s). "If-only the schools will tighten up rules and regulations, improved discipline will follow." (Patterson
et al, 1986:27). These if-only statements shift the blame and allow no one to take responsibility or action.
Chapter 2 talks about principals as the middle managers. The author, Michael
Fullan, suggests that in today's day, principals are middle managers. He contends that there are a plethora of management technique books and research out there; however,
THERE IS NO SILVER BULLET. There is no shortcuts, no guaranteed management techniques, no set of management techniques that will always do the job, and there are no techniques out there that will solve every job. Mr.
Fullan suggests that the sooner a principal realizes that there is "no silver bullet" the better off he/she will be. One should see these "management techniques" as tools instead of the "cure-all". Several research-based management type books were briefly reviewed including his book entitled, "Change Forces". In his book Change Forces, Mr.
Fullan identified eight lessons principals who are change agents engage in (page 15). Those eight lessons are:
You can't mandate what matters.
Change is a journey not a blueprint.
Problems are our friends.
Vision and strategic planning come later.
Individualism and collectivism must have equal power.
Neither centralization nor decentralization work.
Connection with the wider environment is critical for success.
Every person is a change agent.
Interviews of teachers and principals were conducted regarding the top "things a principal must do to be a good accelerated school principal" (page 20). The results uncovered were:
be willing to let go of control;
be supportive of staff;
be present;
stand up to the district;
be a real expert on the accelerated school process;
be positive;
believe every child is a success;
be open-minded; listen to everybody's opinions; and
be sensitive to staff morale. (Ibid, p. 123)
Chapter 3, the second to last chapter, provides guidelines for principals who want to know "what's worth fighting for". According to the author, there are ten guidelines (pages 26-27).
Avoid if-only statements.
Start small, think big.
Focus on fundamentals.
Practice risk taking.
Empower others.
Build a vision.
Decide what you are NOT going to do.
Build allies.
Know when to be cautious.
Give up the search for the "silver bullet."
The phrase, there is no silver bullet, rang through my head throughout the reading of this book. I appreciated the author and his candor that even his wisdom is not the silver bullet. It is refreshing to hear someone say, "I have an answer but it is not THE answer." I have difficulty with those kind of people whose self-perception is that they always have the answer and they are always right.
Michael Fullan, in my opinion, has been able to organize, articulate, and put into print many of the concepts and thoughts that have been whirling in my pint-sized brain. I have been in search of the "silver bullet" throughout my educational career and it was refreshing to hear that it is time NOT well spent. Although there is no silver bullet, acquiring new methods and techniques is healthy and beneficial. You acquire additional tools that can and should be utilized when the right time presents itself.
The other "guide line" that really stuck with me was the "if-only" statements. I have fallen into this never ending trap over the past 10 years. It make sense that this is a train of thought that traps the one making the statement into a "never ending cycle". If only I received more support from the teachers, our scores would increase dramatically. If only we had clear and cohesive discipline policy, our students would respect one another. If only, if only, if only. This line of thought only shifts the blame and disables one from taking action.
I highly recommend this book to up and coming educational leaders as well as to those who have been in the administrative field for a number of years. This is a book that clearly defines some of the pressing issues educational leaders face as well as practical and respectful practices that will have a powerful and positive impact on the education of the students we serve. What's Worth Fighting for in the Principalship is a book that will occupy space on my professional library shelf as well as a book that I will refer to throughout the remaining years I'm in education.
On a side note, I couldn't help but noticed how this book shares many of the same insights uncovered and discussed in the book, "The Leadership Challenge" written by J.M. Kouzes and B.Z. Posner. In The Leadership Challenge the authors utilized over 20 years of research and discovered five practices of exemplary leaders. Those five practices are: 1) model the way, 2) inspire a shared vision, 3) challenge the process, 4) enlist others, and 5) encourage the heart. These five practices can easily be seen in the ten guide lines Michael Miller offers his readers. Both books, in my opinion, are worth the time to read, ponder, place into action, and take up valuable space in your professional library.
NO AR QUIZ :(
