Leading change : how successful leaders approach change management

X, 222 pages

Ill., graph. Darst.

24 cm

Includes bibliographical references (pages 209 - 215) and index

Machine generated contents note: Acknowledgements Introduction01 The emerging change model -- Method -- Results -- Exploring the ECM -- The ECM as a reflective frameworkPart One Reflective dialogue in action -- 02 Dialogue and communication -- Communicate, communicate, communicate? -- Communication, monologue and dialogue -- Getting out and about -- Barriers to dialogue03 Listening -- Different ways of listening -- Listen first -- Authentic curiosity -- Listening to ourselves -- Seeking feedback04 Voicing -- Great expectations -- Storytelling05 Reflection -- Reflection as abstraction -- Sucked in -- Reflection in practice -- Managing other's emotionsPart Two Perspective, purpose and identity -- 06 The evolution of perspective -- The paradoxical theory of change -- The significance of multiple perspectives -- Sharing perspectives -- Perspectives and purpose07 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 platform08 The evolution of identity -- The limitations of logic -- Identity -- Giving and receiving feedback -- Pace -- The alternative -- Values -- Dialogue and identityPart 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 toolsPart Four Themes -- 10 Authenticity -- Authenticity and identity -- Courage -- Sincerity and authenticity -- Meaning-making -- Authenticity and feedback11 Resistance to change -- Resistance to change and the emerging change model -- Sources of resistance -- Resistance as resource -- Reciprocal resistance -- People and buses -- Effective change agency12 Systemic thinking -- Systematic and systemic, complicated and complex -- The view from the balconies -- The emerging change model and systems thinkingPart Five Application -- 13 Case study: The emerging change model in practice -- The change programme -- Using the ECM14 Getting started -- A systemic approach -- Purpose -- Getting started15 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 70:20:1017 The role of coaching Leszczuk -- What is coaching? -- Systemic coaching -- Systemic coaching at work -- Coaching culture/change cultureReferences -- Index .

ECONIS - Online Catalogue of the ZBW