留学生作业Book Review写作参考-《引领变革文化》书评。克尔·富兰（MichaelFullan）的《引领变革文化》（Leading in a culture of change）是一本关于变革动力以及领导力在管理和应对变革过程中的作用的小而有力的书。
托兰托大学安大略教育研究所所长迈克尔·富兰是教育改革方面的国际权威。富兰引用罗伯特·斯坦伯格（Robert Steinberg）的话作为开场白：“智慧的本质似乎在于知道何时快速思考和行动，以及何时缓慢思考和行动”（第十页）。富兰不仅关心决策，而且关心做出正确决策的时机。他认为，良好的领导能力不是天生的，而是一个人必须通过掌握五项核心能力来学习领导——道德目标、理解变化过程、关系建设、知识建设和连贯性建设。富兰用一整章的篇幅介绍了每一种能力，并通过一系列坚实而富有煽动性的公共教育和私营企业案例来阐述每一个概念。这使本书成为行政团队研讨会或学校董事会的有用工具。它将激发关于使命和目的以及一个健康的组织可以变得更好的环境的出色讨论。他还阐述了所有有效领导者都具备的三个个人特征（精力、热情和希望）。下面就一起来参考一下这篇Book Review的全部内容。
Leading in a culture of change by Michael Fullan is a small but powerful book on the dynamics of change and the role of leadership in managing and coping with the change process.
Michael Fullan, the dean of the Ontario Institute for Studies in Education at the University of Toranto is an international authority on educational reforms .Fullan opens by quoting Robert Steinberg: “The essence of intelligence would seem to be in knowing when to think and act quickly, and knowing when to think and act slowly” (p. x). Fullan is concerned with not only the decision, but the timing involved in making the correct decision. He argues that good leadership is not inborn rather one must learn to lead by mastering five core competencies- moral purpose, understanding change process, relationship building, knowledge building and coherence building. Fullan devotes an entire chapter to each competency and illustrates each concept with a solid and provocative collection of public education and private corporation cases. This makes the book a useful tool for an administrative team workshop or school board. It would stimulate excellent discussion on mission and purpose and the climate in which a healthy organization can change for the better. He also articulates three personal characteristics (energy, enthusiasm, hope) that all effective leaders possess.
This book offers a realistic perspective to those who are at the beginning of their leadership career and should be inspiring to those who have attained their peaks. The ambiguities of change forces in the schools are more easily understood after considering Fullan’s insights into organizational change and leadership. He neither oversimplifies the mission of the school administrator nor makes the work appear impossible.
这本书为那些刚刚开始领导生涯的人提供了一个现实的视角，应该激励那些达到顶峰的人。考虑到富兰对组织变革和领导力的见解，学校变革力量的模糊性更容易理解。他既没有过分简化学校管理者的任务，也没有让这项工作显得不可能。
Fullan offers advice for leaders to help them rise above the challenges of the new technology, a changing market place and the crises in the public scenario. He argues that leadership today requires the ability to mobilize constituents to do important but difficult work under conditions of constant change.
富兰为领导者提供建议，帮助他们克服新技术、不断变化的市场和公共场景中的危机带来的挑战。他认为，当今的领导力需要有能力动员选民在不断变化的条件下做重要但困难的工作。
Fullan demonstrates that successful leaders in education and business have much in common. He took an equal number of change case studies in education and in business and examined leaders behavior and mindsets.
富兰证明，教育和商业领域的成功领导者有很多共同点。他在教育和商业领域进行了同样数量的变革案例研究，并考察了领导者的行为和心态。
The first chapter, “A Remarkable Convergence”, conveys the theme of the book. The author advises that “change cannot be managed. It can be understood and perhaps led, but it cannot be controlled.” This chapter is devoted to the discussion of effective leadership, stating within the first page “this is not the book about super leaders. Charismatic leaders inadvertently often do more harm than good because, at best, they provide episodic improvement followed by frustrated or despondent dependency. Superhuman leaders also do us another disservice: they are role models who can never be emulated by large numbers” (p. 1). The author weaves the business world and the educational world together as learning organizations, stating that if they fail to evolve together they will fail to survive. He suggests five themes for successful leadership: moral purpose, understanding change, developing relationships, knowledge building and coherence making.
第一章“显著的趋同”传达了本书的主题。作者建议，“改变是无法管理的。它可以被理解，也可能被引导，但它无法被控制。”本章专门讨论有效领导，在第一页中指出“这不是一本关于超级领袖的书。魅力领袖往往在无意中弊大于利，因为充其量，他们提供了间歇性的改善，然后是沮丧或沮丧的依赖。超人领袖也给我们带来了另一个伤害：他们是永远无法被大量人效仿的榜样”）。作者将商业世界和教育世界编织成学习型组织，指出如果它们不能共同进化，它们将无法生存。他提出了成功领导的五个主题：道德目标、理解变化、发展关系、知识建设和连贯性。
Fullan argues that “when the goal is sustainable change in a knowledge society, business and education leaders increasingly have more in common. Like the business leader, the principal of the future – the Cultural Change Principal – must be tuned to the big picture, a sophisticated conceptual thinker who transforms the organization through people and teams”
富兰认为，“当目标是知识社会中的可持续变革时，企业和教育领导者越来越有共同点。与企业领导者一样，未来的原则——文化变革原则——必须着眼于大局，一个成熟的概念思考者，通过人和团队改变组织。”
In chapter 2, “Moral Purpose”, Fullan argues that all five components are strongly connected with each other. Moral purpose is seen as both an end and means. In education, every “leader”, whether an administrator or teacher must see an important end, making a difference in the lives of students. He continues by stating that, “if you don’t treat others fairly, you will be a leader without followers” (p. 13). Fullan describes two excellent examples of moral purpose. The Monsanto Company’s remarkable transformation, under its new CEO, Robert Shapiro, started with a series of “town hall meetings” discussing the unsustainable problems of hunger facing humanity. That discussions lead to ten thousand of Monsanto’s employees becoming involved feeding the world. The second example is the national Literacy and Numeracy strategy, the nation wide initiative to improve both the literacy and numeracy of Great Britain’s twenty thousand schools in which Fullan has been an active participant. The author clearly makes his point; social consciousness and the concept of being a good citizen apply internally as well as externally whether in the business or educational system.
在第二章“道德目的”中，富兰认为所有五个组成部分都是紧密相连的。道德目的被视为目的和手段。在教育领域，每一位“领导者”，无论是管理者还是教师，都必须看到一个重要的目标，改变学生的生活。他接着说，“如果你不公平对待他人，你将成为一个没有追随者的领导者”（第13页）。富兰描述了道德目的的两个极好的例子。在新任首席执行官罗伯特·夏皮罗（Robert Shapiro）的领导下，孟山都公司的显著转变始于一系列“市政厅会议”，讨论人类面临的不可持续的饥饿问题。这些讨论导致孟山都公司的一万名员工参与到为全世界提供食物的工作中。第二个例子是国家识字和算术战略，这是一项全国性倡议，旨在提高英国2万所学校的识字和算术能力，富兰一直积极参与其中。作者清楚地表明了他的观点；社会意识和做一个好公民的概念适用于企业或教育系统的内部和外部。
In chapter three “Understanding Change,” Fullan states that the purpose of this book is to understand change in order to lead it better. . . .the goal is to develop a greater feel for leading complex change, and to develop a mind-set and action set that are constantly cultivated and refined.” Page 34 of this book states that, “change can be led, and leadership does make a difference”. He suggests that having innovative ideas and understanding the change process is not the same thing. Indeed, the case can be made that those firmly committed to their own ideas are not necessarily good change agents because being a change agent involves getting commitment from others who might not like one’s ideas. Fullan quotes Kotter`s eight step process for initiating top down transformation (1996, p. 21)
在第三章“理解变化”中，富兰指出，本书的目的是理解变化，以便更好地领导它。目标是培养领导复杂变革的更大感觉，并培养不断培养和完善的思维定势和行动定势。”本书第34页指出，“变革是可以引导的，领导力确实起到了作用”。他认为，有创新的想法和理解变革过程不是一回事。事实上，可以证明，那些坚定地致力于自己想法的人不一定是好的变革推动者，因为作为变革推动者，需要从可能不喜欢自己想法的其他人那里获得承诺。Fullan引用了Kotter提出的启动自上而下转换的八步过程（1996年，第21页）
Establishing a Sense of Urgency 建立紧迫感
Creating a Guiding Coalition 创建指导联盟
Developing a Vision and Strategy 制定愿景和战略
Communicating the Change Vision 传达变革愿景
Empowering Broad-Based Action 授权基础广泛的行动
Generating Short-Term Wins 创造短期胜利
Consolidating Gains and Producing More Change 巩固成果并产生更多变化
Anchoring New Approaches in the Culture 在文化中确立新方法
Further he quotes Beer, Eisenstat, and Spectors observations (1990) about drawing about bottom-up ideas and energies
此外，他引用了比尔、艾森斯塔和斯佩克特观察关于绘制自下而上的想法和能量的文章
Mobilize commitment to change through joint diagnosis(with people in the organization) of business problem 通过（与组织中的人员）对业务问题的联合诊断，调动对变革的承诺
Develop a shared vision of how to organize and manage for competitiveness 就如何组织和管理以提高竞争力制定共同愿景
Foster concerns for the new vision, competence to enact it, and cohesion to move it along 培养对新愿景的关注、制定新愿景的能力和推动新愿景的凝聚力
Spread revitalization to all departments without pushing it from the top 将振兴工作推广到所有部门，而不是从最高层推动
Institutionalize revitalization through formal policies, systems and structure 通过正式的政策、制度和结构使振兴制度化
Monitor and adjust strategies in response to problems in the revitalization process 监测和调整战略，以应对振兴过程中的问题
Then Fullan shares Hamel’s advice (2000) to lead the revolution 然后，富兰分享了哈默尔的建议，领导革命
Step 1: Build a point of view 第一步：建立一个观点
Step 2: Write a manifesto 第二步：写一份宣言
Step 3: Create a coalition 第三步：创建联盟
Step 4: Pick your targets and pick your moments 第四步：选择目标和时刻
Step 5: Co-opt and neutralize 第五步：选择和中和
Step 6: Find a translator 第六步：找到翻译
Step 7: Win small win early, win often 第七步：小赢早赢，常赢
Step 8: Isolate, infiltrate, integrate 第八步：隔离、渗透、整合
He offers the following guidelines for understanding change:
他为理解变化提供了以下指导：
The goal is not to innovate the most. Innovating selectively with coherence is better.
我们的目标不是最大限度地创新。具有连贯性的选择性创新更好。
Having the best ideas is not enough. Leaders’ help others assess and find collective meaning and commitment to new ways.
只有最好的想法是不够的。领导者帮助他人评估并找到集体意义和对新方式的承诺。
Appreciate the implementation dip. Leaders can’t avoid the inevitable early difficulties of trying something new. They should know, for example, that no mater how much they plan for the change, the first six months or so of implementation will be bumpy.
感谢实施dip。领导者无法避免尝试新事物的早期不可避免的困难。例如，他们应该知道，无论他们为变革计划了多少，前六个月左右的实施都将是坎坷的。
Redefine resistance. Successful leaders don’t mind when naysayers rock the boat. In fact, doubters sometimes have important points. Leaders look for ways to address those concerns.
重新定义阻力。成功的领导者不介意反对者捣乱。事实上，怀疑者有时有重要的观点。领导人寻求解决这些问题的方法。
Reculturing is the name of the game. Much change is structural and superficial. Transforming culture – changing what people in the organization value and how they work together to accomplish it – leads to deep, lasting change.
休养是游戏的名字。许多变化是结构性和表面性的。转变文化——改变组织中的人的价值观以及他们如何共同努力实现这一价值观——会带来深刻而持久的变化。
Never a checklist, always complexity. There is no step-by-step shortcut to transformation; it involves the hard, day-to-day work of reculturing.
从来没有清单，总是复杂的。转型没有一步一步的捷径；它涉及到艰苦的日常康复工作。
The Cultural Change Principal knows the difference between being an expert in a given content innovation and being an expert in managing the process of change. This principal does not make the mistake of assuming that the best ideas will carry the day. Instead, the Cultural Change Principal provides opportunities for people to visit sites that are using new ideas, invites questions and even dissent, and expects the change process to proceed in fits and starts during the first few months of implementation. Nevertheless, such a principal forges ahead and expects progress within a year because he or she has nurtured the conditions that yield results sooner rather than later.
文化变革负责人知道作为给定内容创新的专家和作为管理变革过程的专家之间的区别。这一原则并没有错误地假设最好的想法会成功。相反，文化变革负责人为人们提供了访问使用新想法、提出问题甚至持不同意见的网站的机会，并期望变革过程在实施的前几个月内断断续续地进行。然而，这样一位校长奋勇前进，并期望在一年内取得进展，因为他或她培养了早晚产生成果的条件。
The title of chapter four, “Relationship, Relationship, Relationship,” is self explanatory. Success of any venture depends upon the people involved in the change process. Leaders must be skillful relationship builders with diverse people and groups. The single factor common to every successful change initiative is that relationships improve. If relationships improve, things get better. If they remain the same or get worse ground is lost. Effective leaders constantly foster purposeful interaction and problem solving. They are wary of easy consensus. Emotional intelligence is at the core of leaders who are continuously successful in a culture of change. Fullan makes an excellent point concerning change while discussing high stakes testing. We must resist the urge to focus on short term results by placing our emphasis on long-term results and the systemic improvements that will generate the lasting change we are seeking.
第四章“关系，关系，关系”的标题是不言而喻的。任何企业的成功都取决于参与变革过程的人。领导者必须善于与不同的人和群体建立关系。每一个成功的变革举措都有一个共同的因素，那就是关系的改善。如果关系改善，事情就会变得更好。如果它们保持不变或变得更糟，那么就失去了优势。高效的领导者不断培养有目的的互动和解决问题的能力。他们对容易达成的共识持谨慎态度。情商是在变革文化中不断取得成功的领导者的核心。富兰在讨论高风险测试时提出了一个关于更改的极好观点。我们必须抵制关注短期结果的冲动，将重点放在长期结果和将产生我们正在寻求的持久变化的系统改进上。
The chapter five is knowledge building. Leaders need to commit themselves to constantly generating and increasing knowledge inside and outside the organization. Effective leaders understand the value and role of knowledge creation; they make it a priority and set about establishing and reinforcing habits of knowledge exchange among organizational members. Fullan describes a number of strategies used in education, business, and the military for turning information into knowledge by engaging people in an orchestrated social process. The key skill here is to convert information to knowledge through purposeful social interactions.
第五章是知识建构。领导者需要致力于在组织内外不断创造和增加知识。有效的领导者了解知识创造的价值和作用；他们将其作为优先事项，并着手建立和加强组织成员之间的知识交流习惯。富兰描述了在教育、商业和军事领域通过让人们参与协调的社会过程将信息转化为知识的一些策略。这里的关键技能是通过有目的的社会互动将信息转化为知识。
In chapter six, “coherence building,” the author takes the reader on a journey of guiding people through their differences and enabling those differences to surface. He builds on the hypothesis that creative ideas and novel solutions are often generated when the status quo is disrupted. He discusses the frustration felt by many when a school district has a large number of “improvement programmes” operating at the same time. Fullan argues that we are in complex (rather than chaotic) times and that the central tendency of dynamic, complex systems is to constantly generate overload causing fragmentation, uncertainty and confusion. Effective leaders guide people through differences and enable differences to surface while creating coherence. They tolerate enough ambiguity to keep creative juices flowing, but seek coherence along the way. They ensure strategies are in place to keep people focused and moving in a purposeful direction.
在第六章“连贯性建设”中，作者带领读者踏上了引导人们克服差异并使这些差异浮出水面的旅程。他的假设是，当现状被打破时，往往会产生创造性的想法和新颖的解决方案。他讨论了当一个学区同时运行大量“改进计划”时，许多人感到的沮丧。富兰认为，我们正处于复杂（而非混沌）时代，动态复杂系统的中心趋势是不断产生过载，导致碎片化、不确定性和混乱。有效的领导者引导人们克服差异，使差异浮出水面，同时创造连贯性。他们容忍足够多的模糊性，以保持创造性的汁液流动，但同时寻求连贯性。他们确保制定战略，使人们集中精力，朝着有目的的方向前进。
In chapter seven, “The Hare and The Tortoise,” Fullan refers to the Fontaine’s Fable of the hare and the tortoise. Developing leaders are more “tortoise-like than hare-like”. Three powerful lessons about leadership are identified: the vital and paradoxical need for slow knowing overtime, the importance of learning in context , and the need for leaders at all levels of the organization, in order to achieve wide spread internal commitment. Good leaders foster leadership at other levels. Leadership at other levels produces a steady stream of future leader for the system as a whole. Fullan concludes that leaders in a culture of change will be judged as effective or ineffective not simply by their results and who they are as leaders, but by the leadership they develop in others.
在第七章“兔子和乌龟”中，富兰指的是方丹关于兔子和乌龟的寓言。发展中的领导者更像“乌龟而不是兔子”。关于领导力，我们总结了三个强有力的经验教训：缓慢了解加班的关键和矛盾需要，在环境中学习的重要性，以及组织各级领导人的需要，以实现广泛的内部承诺。好的领导者可以培养其他层次的领导力。其他级别的领导为整个系统带来了稳定的未来领导者。富兰得出结论，在变革文化中，判断领导者是否有效，不仅仅取决于他们的结果和作为领导者的身份，还取决于他们在他人身上培养的领导力。
Fullan’s writing style is more familiar than authoritative with liberal amount of case histories from both the business world and the world of education. The theme of this book is that all of us can improve our leadership abilities simply by focusing on a small number of key dimensions. Fullan ties each chapter to the previous one re-emphasizing the previous chapter through reinforcement in the current one.
富兰的写作风格更熟悉，而不是权威的自由数量的案例历史，从商界和教育界。本书的主题是，我们所有人都可以通过关注少数几个关键维度来提高领导能力。富兰将每一章与前一章联系起来，通过在本章中进行强化，重新强调前一章。
This book states that two things have occurred in recent times that have aided the discovery and pursuit of effective leadership. The first is that the knowledge base of what it takes to be an effective leader is getting broader and deeper, and with more insight. The second thing that happened is that there are many more examples of transformation in both business and education.
这本书指出，最近发生了两件事，有助于发现和追求有效的领导。第一，成为一名有效领导者所需的知识基础越来越广泛、越来越深入，并且有了更多的洞察力。发生的第二件事是，在商业和教育领域都有更多转型的例子。
In reading this text and then reviewing it, I concluded that there were three basic premises that were utilized to accomplish the purpose of the book. I think that the first premise was found within the verbiage of the preface, which related that “this book is about how leaders can focus on certain key change themes that will allow them to lead effectively under messy conditions. This book is also about how leaders foster leadership in others, thereby making themselves dispensable in the long run” (p. x) The second premise is that “each and every leader, whether the CEO of a multinational corporation or a school principal, can become much more effective by focusing on a small number of core aspects of leadership and by developing a new mind-set about the leader’s responsibility to himself or herself and to those with whom he or she works” (p. 2). The premise this book uses to achieve its purpose is that it “delves into the complexities of leadership . . . It provides insights, strategies, and, ultimately, better theories of knowledge and action suited to leadership in complex times” (p. 10).
在阅读这篇文章，然后回顾它，我得出结论，有三个基本前提是用来实现这本书的目的。我认为第一个前提是在序言中找到的，这与“这本书是关于领导者如何专注于某些关键的变革主题，使他们能够在混乱的情况下有效地领导。这本书也是关于领导者如何培养他人的领导力，从而使自己从长远来看是可有可无的”（第十页）第二个前提是“每一位领导者，无论是跨国公司的首席执行官还是学校校长，都可以通过专注于领导力的少数核心方面，并通过培养领导者对自己和与他或她一起工作的人的责任的新心态，变得更加有效”（第2页）。本书实现其目的的前提是“深入研究领导力的复杂性……它提供了见解、策略，并最终提供了适用于复杂时代领导力的更好的知识和行动理论”（第10页）。
The book lists five components of leadership that were discussed and reviewed (in detail in separate chapters) to support the three premises that were utilized to achieve its purpose. These five components were: moral purpose (which means acting with the intentions of making a positive difference in the lives of employees, customers, and society as a whole), understanding the change process (I think this is self-explanatory), relationships (which means consummating relationships with diverse people and groups; effective leaders constantly foster interaction and problem solving, and are wary of easy consensus), knowledge creation and sharing (which represents a merging of the previous three components to arrive at something new to help or facilitate the change or an understanding of it), and coherence (which is eliminating the ambiguity associated with new knowledge created and shared – connecting the new knowledge to existing knowledge).
本书列出了领导力的五个组成部分，对其进行了讨论和审查（在单独的章节中详细介绍），以支持实现其目的的三个前提。这五个组成部分是：道德目的（这意味着行动的目的是积极改变员工、客户和整个社会的生活），理解变化过程（我认为这是不言而喻的），关系（这意味着与不同的人和群体建立完美的关系；有效的领导者不断促进互动和解决问题，并警惕容易达成共识）、知识创造和共享（这代表着前三个组成部分的合并，以达成新的东西，帮助或促进变革或对变革的理解），一致性（即消除与创建和共享的新知识相关的模糊性——将新知识与现有知识联系起来）。
The book argues that by utilizing these five components, we have the correct checks and balances for “simultaneously letting go and reining in. When leaders act in the ways recommended, they will disturb the future ‘in a manner that approximates the desired outcomes,’ Leading in a Culture of Change integrates the most current ideas and theories on effective leadership to support and illustrate five core competencies for leading in complex times. Fullan links components of his leadership framework with concrete examples and cases used in education and business. Moreover it allows the reader to apply the methods gradually. I found the book easy to read and quite enlightening, reinforcing some of my personal beliefs concerning successful leadership styles in the culture of change. Leading in a culture of change deals with the complexities of leadership; it provides insights, strategies and better theories of knowledge and action suited to leadership in difficult times. This book is a call for action, equipping leaders with ideas and strategies for deep success. I found this book both enjoyable and enlightening. Each page offered positive in sight into leading the change process. I would recommend this book to all administrators, whether at the central office level or on the campus. It would be an excellent centerpiece for staff development revolving around the change process. Fullan does not lead the reader to believe that by following simple steps all will work out fine. Instead he offers a path to change with many positive examples of company’s and educational systems growing, developing, and maturing towards a common goal.
Book Review总结本书认为，通过利用这五个组成部分，我们有正确的制衡机制“同时放手和控制。当领导者按照建议的方式行事时，他们将以接近预期结果的方式干扰未来。在变革文化中领导将整合最新的有效领导理念和理论，以支持和说明在复杂时代领导的五种核心能力。富兰将其领导能力的组成部分链接到amework提供了教育和商业中使用的具体示例和案例。此外，它允许读者逐步应用这些方法。我发现这本书很容易阅读，也很有启发性，强化了我个人对变革文化中成功领导风格的一些看法。在变革文化中领导解决了领导的复杂性；它提供了适合困难时期领导的见解、策略和更好的知识和行动理论。这本书呼吁采取行动，为领导者提供深刻成功的想法和战略。我觉得这本书既有趣又有启发性。每一页都提供了积极的信息，引导变革进程。我将向所有管理员推荐这本书，无论是在中央办公室还是在校园。这将是围绕变革过程进行员工发展的一个极好的中心。富兰并没有让读者相信，通过遵循简单的步骤，一切都会好起来。相反，他提供了一条变革之路，提供了许多公司和教育系统朝着共同目标成长、发展和成熟的积极例子。本站提供Book Review写作指导服务，如有需要可咨询本平台。