Leading in a Culture of Change

Cover -- Title Page -- Copyright -- Contents -- Preface to the Second Edition -- Chapter 1. Making Complexity Work -- Changing Culture -- An Increasing Convergence -- Chapter 2. Moral Purpose -- Defining Moral Purpose -- The Case for Moral Purpose -- Moral Purpose in Business and Education -- The Pervasive Power of Moral Purpose -- The Promise of Fast Boats -- Conclusion -- Chapter 3. Nuance: Understanding Change -- Frame the Work as a Learning Problem, Not an Execution Problem -- 1. Be Right at the End of the Meeting -- 2. Relationships First (Too Fast/Too Slow) -- 3. Acknowledge the Implementation Dip -- 4. Accelerate as You Go -- 5. Beware of Fat Plans -- 6. Behavior before Beliefs -- 7. Communication During Implementation Is Paramount -- 8. Excitement Prior to Implementation Is Fragile -- 9. Become a Lead Learner -- Conclusion -- Chapter 4. Relationships, Relationships, Relationships -- Businesses as If They Had Souls -- Schools as If They Had Minds -- A Promising Start: 1990s -- Learning Is the Work -- Education as a Slow Learner -- Learning in Context -- Conclusion -- Chapter 5. Knowledge Building and Deep Learning -- Examples from Business -- Knowledge and Education -- Conclusion -- Chapter 6. Coherence Making -- Striving for Complexity and Achieving Clutter -- Defining Coherence Making -- Leadership from the Middle -- Conclusion -- Chapter 7. Leadership for Change -- Leadership Is a Mess -- Lessons for Leading in a Culture of Change -- How Do Highly Effective Leaders Become So Good? -- Conclusion -- References -- About the Author -- Acknowledgments -- Index -- EULA.