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GUIDING PRINCIPLES FOR BUILDING A MOVEMENT FOR SYSTEMIC CHANGE

1. Change is an emergent, organic, non-linear process. It can be nurtured,influenced and guided, but not planned or controlled. (Rough, Westley

et al., Fullan)

2. Moral purpose and vision (individual and shared) are the driving forcesfor successful change. (Senge, Fullan, Sergiovanni)

3. Change should be directed toward clear goals, but the path to theirrealization must be flexible enough to allow for new and unexpectedsolutions. (Mintzberg, Drucker, Abrahamson, Black et al., Westley etal., Heath et al.)

4. Change is both an individual and a social process. Successful change

requires attending simultaneously to the individual, the group, and thelarger environment. Each influences the others. (Fullan, Senge, Elmore,Heath et al.)

5. The diverse motivations and concerns that individuals bring to anychange process must be understood and respected. (Senge, Fullan, ,Hawken, Brafmen et al., Gottlieb)

6. The likelihood of successful change is increased when the ideas andtalents of many individuals are brought into play, communication amongthem is enhanced, and their individual and collective capacity

strengthened. (Fullan, , Hagel et al., Hargadon, Senge, Dufour, Elmore,Senge et al.)

7. Change is a holistic process that involves the interplay of intellect,emotions, and will. All three need to be engaged and fed. (Senge,Gottlieb, Fullan, Heath et al., Kotter)

8. The process of change is a spiral of individual and collective learninggrounded in inquiry, reflection, assessment, re-adjustment andimprovement. (Rogers, Reeves, Hargadon, Mintzberg, Prochoaska etal.)

9. Within any organization or system, change takes place to varyingdegrees and at different speeds. As a result, approaches toimplementation should be adaptive and multi-dimensional.(Abrahamson, Fullan, Wesley et al., Rogers,)

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10.Internal accountability (a sense of responsibility for results) is morepotent than external accountability (rewards and punishments) in drivingchange. (Elmore, Fullan)

11.Positive approaches (i.e., building on bright spots) generate more

energy for change than do negative ones (e.g., solving problems). Theaccumulation and appreciation of small wins catalyzes broader andmore far-reaching change. (Rogers, Kotter, Kanter, Cooperrider)

12.Leaders play a vital role in change by knowing when and how to initiateand engage, and when and how to step back to make room for othersand for self-organization. (Senge, Dufour et al., Heifetz et al., Elmore,Reeves and Rough)

13.Change demands resources and energy, and resistance to change isinevitable. Change proceeds most smoothly when its implementation

involves realistic and manageable steps and extensive on-goingcommunication. (Black et al., Kotter, Lissak et al., Heath et al.)

14.Be the change you wish to create; align the goal and the way to it.(Gandhi, Buber)

15.Technology is a powerful tool for fostering the conversations and flowsof knowledge that are critical for change. The ever increasingcomplexity of the world requires organizations to harness emergenttechnology to effectively and efficiently foster impactful innovations.(Collins, Fullan, Lissak et al., Hagel et al.)