A more likely explanation is that t

A more likely explanation is that the set of strategies that brought initial success are not the ones—not powerful enough—to take us to higher levels. In these cases, we would expect the best learning organizations to investigate, learn, experiment, and develop better solutions. This takes time. (Incidentally, with the right kind of intelligent accountability we would know whether organizations are engaged in quality problem-solving processes even if their short-term outcomes are not showing increases.)
While this new adaptive work is going on we would not expect achievement scores to rise in a linear fashion, and any external assessment scheme that demanded ‘‘adequate yearly progress’’ would be barking up the wrong tree.
Cyclical energizing is a powerful new idea. While we don’t yet have the precision to know what cyclical energizing looks like in detail, the concept needs to be a fundamental element of our sustainability strategizing.
The long lever of leadership
First, if a system is to be mobilized in the direction of sustainability, leadership at all levels must be the primary engine. Second, the main work of leaders is to help put into place the previous seven elements—all seven simultaneously feeding on each other. To do this we need a system laced with leaders who are trained to think in bigger terms and to act in ways that affect larger parts of the system as a whole—the new theoreticians. In Leadership and Sustainability (Fullan, 2005) sets out many examples of the kind of leadership development we need at the school, district and system levels to produce more of the leadership we are talking about here.

Hasil (Bahasa Indonesia) 1:

Penjelasan lebih mungkin adalah bahwa set strategi yang membawa kesuksesan awal tidak orang-orang-tidak cukup kuat-untuk membawa kami ke lebih tinggi tingkat. Dalam kasus ini, kita berharap yang terbaik organisasi untuk menyelidiki, belajar belajar, percobaan, dan mengembangkan solusi yang lebih baik. Ini membutuhkan waktu. (Kebetulan, dengan yang tepat akuntabilitas cerdas kita akan tahu apakah organisasi yang terlibat dalam proses pemecahan masalah kualitas bahkan jika hasil jangka pendek mereka tidak menunjukkan kenaikan.)Sementara pekerjaan adaptif ini baru terjadi kita tidak akan mengharapkan pencapaian nilai naik secara linear, dan skema assesment eksternal yang menuntut '' memadai tahunan kemajuan '' akan menggonggong atas pohon salah.Siklus energi adalah ide baru yang kuat. Sementara kita belum memiliki presisi untuk mengetahui apa siklus energi tampak seperti secara rinci, konsep perlu elemen dasar dari strategi kesinambungan kita.Tuas panjang kepemimpinanFirst, if a system is to be mobilized in the direction of sustainability, leadership at all levels must be the primary engine. Second, the main work of leaders is to help put into place the previous seven elements—all seven simultaneously feeding on each other. To do this we need a system laced with leaders who are trained to think in bigger terms and to act in ways that affect larger parts of the system as a whole—the new theoreticians. In Leadership and Sustainability (Fullan, 2005) sets out many examples of the kind of leadership development we need at the school, district and system levels to produce more of the leadership we are talking about here.