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Leading Change

Book Description

It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole. Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of examples and cases, the book offers a genuine, viable alternative to existing approaches.

Table of Contents

  1. Cover
  2. Title Page
  3. Imprint
  4. Contents
  5. Acknowledgements
  6. Introduction
  7. 01: The emerging change model
    1. Method
    2. Results
    3. Exploring the ECM
    4. The ECM as a reflective framework
  8. Part One: Reflective dialogue in action
    1. 02: Dialogue and communication
      1. Communicate, communicate, communicate?
      2. Communication, monologue and dialogue
      3. Getting out and about
      4. Barriers to dialogue
    2. 03: Listening
      1. Different ways of listening
      2. Listen first
      3. Authentic curiosity
      4. Listening to ourselves
      5. Seeking feedback
    3. 04: Voicing
      1. Great expectations
      2. Storytelling
    4. 05: Reflection
      1. Reflection as abstraction
      2. Sucked in
      3. Reflection in practice
      4. Managing other’s emotions
  9. Part Two: Perspective, purpose and identity
    1. 06: The evolution of perspective
      1. The paradoxical theory of change
      2. The significance of multiple perspectives
      3. Sharing perspectives
      4. Perspectives and purpose
    2. 07: The evolution of purpose
      1. All visions are co-created
      2. Visions are dynamic
      3. The role of the change leader
      4. Who to engage in the visioning?
      5. External perspectives
      6. The burning platform
    3. 08: The evolution of identity
      1. The limitations of logic
      2. Identity
      3. Giving and receiving feedback
      4. Pace
      5. The alternative
      6. Values
      7. Dialogue and identity
  10. Part Three: Power and politics
    1. 09: Power and politics
      1. Support from the top
      2. The limitations of positional power
      3. The executive team
      4. Middle management
      5. Power and politics in practice
      6. Taxonomies, models and tools
  11. Part Four: Themes
    1. 10: Authenticity
      1. Authenticity and identity
      2. Courage
      3. Sincerity and authenticity
      4. Meaning-making
      5. Authenticity and feedback
    2. 11: Resistance to change
      1. Resistance to change and the emerging change model
      2. Sources of resistance
      3. Resistance as resource
      4. Reciprocal resistance
      5. People and buses
      6. Effective change agency
    3. 12: Systemic thinking
      1. Systematic and systemic, complicated and complex
      2. The view from the balconies
      3. The emerging change model and systems thinking
  12. Part Five: Application
    1. 13: Case study: The emerging change model in practice
      1. The change programme
      2. Using the ECM
    2. 14: Getting started
      1. A systemic approach
      2. Purpose
      3. Getting started
    3. 15: Leadership
      1. Complexity and the role of practical judgement
      2. Strategy
      3. Authentic leadership
      4. Spotting the authentic leader
    4. 16: Building capability
      1. The role of the change agent
      2. Becoming more authentic
      3. Working with groups and teams
      4. Learning together
      5. Application
      6. A word on 70:20:10
    5. 17: The role of coaching
      1. What is coaching?
      2. Systemic coaching
      3. Systemic coaching at work
      4. Coaching culture/change culture
  13. References
  14. Index
  15. Full Imprint