ABSTRACT
This chapter examines the coherence framework as a mechanism for whole system culture change, the new role of leadership, and what people are learning from organizations working on the coherence agenda. Coherence is a change strategy that develops whole system culture. It is about integrating the organization vertically and horizontally around beliefs and strategy. This means paying attention to every level as well as the interactions between each level and being nimble in adjusting strategy in an organic environment. The coherence framework results when education leaders work in partnership to take charge of their environments. Coherence makers have to be clear about their own deep, moral purpose and to build clarity of common purpose, capacity, and commitment to action in others. The final component of the coherence framework acknowledges that accountability has long been a wrong driver, especially when it is punitive and negative.
