Six Secrets of Change
BOOK REVIEW
The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive
Submitted by:
Mitchell
Abstract Through research and initiating large-scale, significant change in public schools and university reform in England and Ontario as well as being involved in major change initiatives around the world, Michael Fullan examines what is known about successful organizational change under complex conditions by suggesting six secrets of change. This review presents an overview and analysis of Fullan’s six secrets of change and my personal assessment of the book.
Introduction
In this book, Michael Fullan examines both educational and business cases along with related literature to discuss what successful leaders do to help manage change in their organizations. Fullan states that nothing in the twenty first century is more important than learning how to manage change (p. ix) and his six secrets of change reveal what it takes to increase the chances of bringing about deep meaningful and lasting change (p. viii). Fullan insist that the six secrets are not secret in the sense that they are hidden from public view but instead are secret because they are complex, hard to grasp in their deep meaning, and challenging to act in combination (p. viii).
Before fully diving into the theory behind the six secrets of change, Fullan briefly defines and discusses theory in action. Fullan indicates “at their core, the best theories are solidly grounded in action and travel across public and private sector organizations; and, they apply to geographically and culturally diverse situations” (p. 1).
Fullan shares “theory only” and “action only” examples and describes both as being equally dangerous. He notes that a good theory should guide your decisions and actions.
Fullan cautions readers not to believe every theory that is written including advice from management books and also his six secrets of change. According to Fullan, “the
The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive
Submitted by:
Mitchell
Abstract Through research and initiating large-scale, significant change in public schools and university reform in England and Ontario as well as being involved in major change initiatives around the world, Michael Fullan examines what is known about successful organizational change under complex conditions by suggesting six secrets of change. This review presents an overview and analysis of Fullan’s six secrets of change and my personal assessment of the book.
Introduction
In this book, Michael Fullan examines both educational and business cases along with related literature to discuss what successful leaders do to help manage change in their organizations. Fullan states that nothing in the twenty first century is more important than learning how to manage change (p. ix) and his six secrets of change reveal what it takes to increase the chances of bringing about deep meaningful and lasting change (p. viii). Fullan insist that the six secrets are not secret in the sense that they are hidden from public view but instead are secret because they are complex, hard to grasp in their deep meaning, and challenging to act in combination (p. viii).
Before fully diving into the theory behind the six secrets of change, Fullan briefly defines and discusses theory in action. Fullan indicates “at their core, the best theories are solidly grounded in action and travel across public and private sector organizations; and, they apply to geographically and culturally diverse situations” (p. 1).
Fullan shares “theory only” and “action only” examples and describes both as being equally dangerous. He notes that a good theory should guide your decisions and actions.
Fullan cautions readers not to believe every theory that is written including advice from management books and also his six secrets of change. According to Fullan, “the
References: Fullan, M. (2008). Six secrets of change: What the best leaders do to help their organizations survive and thrive. San Francisco: Jossey-Bass. Pfeffer, J. & Sutton, R.I. (2006). Hard facts, dangerous half truths and total nonsense: Profiting from evidence-based management. Boston: Harvard Business School Press. Sisodia, R., Wolfe, D., & Sheth, J. (2007). Firms of endearment: How world class companies profit from passion and purpose. New Jersey: Wharton School Publishing.