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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. <span xmlns="" xmlns:epub="" class="uni-bold">01:</span> The emerging change model The emerging change model
    1. Method
    2. Results
    3. Exploring the ECM
    4. The ECM as a reflective framework
  8. <small xmlns="" xmlns:epub="">Part One:</small> <span xmlns="" xmlns:epub="" class="milo-ot">Reflective dialogue in action</span>
    1. <span xmlns="" xmlns:epub="" class="uni-bold">02:</span> Dialogue and communication Dialogue and communication
      1. Communicate, communicate, communicate?
      2. Communication, monologue and dialogue
      3. Getting out and about
      4. Barriers to dialogue
    2. <span xmlns="" xmlns:epub="" class="uni-bold">03:</span> Listening Listening
      1. Different ways of listening
      2. Listen first
      3. Authentic curiosity
      4. Listening to ourselves
      5. Seeking feedback
    3. <span xmlns="" xmlns:epub="" class="uni-bold">04:</span> Voicing Voicing
      1. Great expectations
      2. Storytelling
    4. <span xmlns="" xmlns:epub="" class="uni-bold">05:</span> Reflection Reflection
      1. Reflection as abstraction
      2. Sucked in
      3. Reflection in practice
      4. Managing other’s emotions
  9. <small xmlns="" xmlns:epub="">Part Two:</small> <span xmlns="" xmlns:epub="" class="milo-ot">Perspective, purpose and identity</span>
    1. <span xmlns="" xmlns:epub="" class="uni-bold">06:</span> The evolution of perspective The evolution of perspective
      1. The paradoxical theory of change
      2. The significance of multiple perspectives
      3. Sharing perspectives
      4. Perspectives and purpose
    2. <span xmlns="" xmlns:epub="" class="uni-bold">07:</span> The evolution of purpose 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. <span xmlns="" xmlns:epub="" class="uni-bold">08:</span> The evolution of identity 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. <small xmlns="" xmlns:epub="">Part Three:</small> <span xmlns="" xmlns:epub="" class="milo-ot">Power and politics</span>
    1. <span xmlns="" xmlns:epub="" class="uni-bold">09:</span> Power and politics 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. <small xmlns="" xmlns:epub="">Part Four:</small> <span xmlns="" xmlns:epub="" class="milo-ot">Themes</span>
    1. <span xmlns="" xmlns:epub="" class="uni-bold">10:</span> Authenticity Authenticity
      1. Authenticity and identity
      2. Courage
      3. Sincerity and authenticity
      4. Meaning-making
      5. Authenticity and feedback
    2. <span xmlns="" xmlns:epub="" class="uni-bold">11:</span> Resistance to change 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. <span xmlns="" xmlns:epub="" class="uni-bold">12:</span> Systemic thinking Systemic thinking
      1. Systematic and systemic, complicated and complex
      2. The view from the balconies
      3. The emerging change model and systems thinking
  12. <small xmlns="" xmlns:epub="">Part Five:</small> <span xmlns="" xmlns:epub="" class="milo-ot">Application</span>
    1. <span xmlns="" xmlns:epub="" class="uni-bold">13:</span> Case study: The emerging change model in practice Case study: The emerging change model in practice
      1. The change programme
      2. Using the ECM
    2. <span xmlns="" xmlns:epub="" class="uni-bold">14:</span> Getting started Getting started
      1. A systemic approach
      2. Purpose
      3. Getting started
    3. <span xmlns="" xmlns:epub="" class="uni-bold">15:</span> Leadership Leadership
      1. Complexity and the role of practical judgement
      2. Strategy
      3. Authentic leadership
      4. Spotting the authentic leader
    4. <span xmlns="" xmlns:epub="" class="uni-bold">16:</span> Building capability 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. <span xmlns="" xmlns:epub="" class="uni-bold">17:</span> The role of coaching 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