Cover

Title

Copyright

Contents

Acknowledgements

Introduction

01 The emerging change model

Method

The ‘storytellers’

Results

Concepts

Categories

The emerging change model (ECM)

Exploring the ECM

Part I: Reflective dialogue in action

Part II: Perspective, purpose and identity

Part III: Power and politics

Part IV: Themes

Part V: Application

The ECM as a reflective framework

The reluctant practitioner

Part One Reflective dialogue in action

02 Dialogue and communication

Communicate, communicate, communicate?

Communication, monologue and dialogue

Monologue as coercion

Dialogue happens anyway

Getting out and about

Barriers to dialogue

03 Listening

Different ways of listening

Listening for the meaning

Listen first

Leaders’ assumptions about leaders

Authentic curiosity

Listening to ourselves

Seeking feedback

04 Voicing

Great expectations

1. Resonance

2. Transparency

3. Authenticity

Storytelling

05 Reflection

Reflection as abstraction

Sucked in

Reflection in practice

Reflecting on external events

Reflecting on self

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

Failing to recognize 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

Identity and sense-making

Collective identities

Multiple identities

Identities are co-created

Identity in action

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

Over-privileging and under-communicating a balcony perspective

The emerging change model and systems thinking

Part Five Application

13 Case study: The emerging change model in practice

The change programme

A dialogue with the CEO

Listening to the organization

Programme rollout

Change!

A focus on dialogue

The emergence of purpose

Using the ECM

14 Getting started

A systemic approach

Purpose

Getting started

15 Leadership

Complexity and the role of practical judgement

Strategy

Authentic leadership

Listening

Voicing

Reflection

Spotting the authentic leader

16 Building capability

The role of the change agent

Becoming more authentic

Working with groups and teams

Learning together

1. Establish a clear purpose

2. Ongoing evaluation

3. Build in reflective dialogue around action

4. Encourage systemic thinking

Application

Rigorous adherence to leadership competency frameworks

Overemphasizing the value of theory and models

Too much task

Inviting the wrong people

Not enough time spent reflecting on the outcome

A word on 70:20:10

17 The role of coaching

What is coaching?

Assumption 1: Coaching is individualistic

Assumption 2: Coaches ask questions and don’t offer advice

Assumption 3: Coaching is a linear sequential process

Systemic coaching

Systemic coaching at work

1. Self-awareness

2. Reflection

3. Confidence

4. Relationships

5. Seeing the bigger picture

Coaching culture/change culture

References

Index