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