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The Enlightened Organization

Book Description

The Enlightened Organization is concerned with the organization and its responsibility for enabling success by putting in place processes (including leadership and communication) that will enable it to thrive and grow. More specifically, it addresses the role the individual leader can play in building an enlightened organization, providing specific tools and techniques that executives can use to see more clearly into the heart of what matters in any given business situation; to learn to use their values, passions and beliefs as a powerful resource in the workplace; and to create authentic dialogue within the organization. Author Catherine Berney is an expert in organizational psychology: she draws upon this background to explore the business context of complexity and change and to present the models that can help organizations respond proactively in the current operating environment.

Table of Contents

  1. Foreword by Andrew Kakabadse
  2. Acknowledgements
  3. Introduction
  4. Objectives
  5. How I can help
  6. The two-pronged model
  7. The choice: To see more clearly and respond
  8. PART ONE <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="milo">The issues</span>
  9. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">01</span>&#160;&#160;&#160;&#160;Complexity and change    Complexity and change
  10. Letting go of the illusion of control
  11. Complexity
  12. Change
  13. The challenge of letting go
  14. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">02</span>&#160;&#160;&#160;&#160;A new reality for organizations    A new reality for organizations
  15. Managing risk and reputation
  16. The system
  17. The context
  18. Building resilience
  19. The enlightened organization
  20. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">03</span>&#160;&#160;&#160;&#160;Leaders and managers taking up their role    Leaders and managers taking up their role
  21. New skills and competencies required
  22. Old competencies
  23. New skills required
  24. Roads to resilience
  25. Wake-up call
  26. PART TWO <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="milo">The personal and the interpersonal</span>
  27. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">04</span>&#160;&#160;&#160;&#160;Ways in    Ways in
  28. Theories of the unconscious as a resource
  29. Psychology and the mind
  30. Neuroscience and the body
  31. Interconnectedness and the heart
  32. Integration
  33. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">05</span>&#160;&#160;&#160;&#160;Ways into self    Ways into self
  34. Me
  35. Some tools and techniques
  36. The Grounding Steps framework
  37. You hold the keys
  38. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">06</span>&#160;&#160;&#160;&#160;Ways into the other    Ways into the other
  39. Me and you
  40. A short recap on theory
  41. It is not personal
  42. The Grounding Steps framework
  43. Conversations are the new work
  44. Open the door
  45. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">07</span>&#160;&#160;&#160;&#160;Ways into the group    Ways into the group
  46. Me, you and others too
  47. Belbin and the perfect team
  48. Forming, storming, norming and performing
  49. The working group
  50. The Grounding Steps framework
  51. The power of the group
  52. PART THREE <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="milo">System and context</span>
  53. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">08</span>&#160;&#160;&#160;&#160;The system    The system
  54. Working from the inside out
  55. Working from the inside out
  56. Systemic thinking
  57. The Grounding Steps framework
  58. The health of the system and an Integral model
  59. Person in system and role
  60. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">09</span>&#160;&#160;&#160;&#160;The context    The context
  61. Working from the outside in
  62. The Context model
  63. Interconnectedness
  64. Purpose
  65. Ways of seeing
  66. A biological perspective
  67. Person in system and context and role
  68. PART FOUR <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="milo">Governance</span>
  69. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">10</span>&#160;&#160;&#160;&#160;Governance and the enlightened organization    Governance and the enlightened organization
  70. Directing performance for the longer term
  71. The theory applied and a recap on the two-pronged approach
  72. Blindness, wilful or otherwise, on the board
  73. The enlightened organization
  74. The privilege of the role
  75. References
  76. Index