Systemic Leadership Learning : Leadership Development in the Era of Complexity

Intro -- Praise for this book -- Table of Contents -- FOREWORD -- ABOUT THE AUTHOR -- PREFACE -- THE MISSION: AN INTRODUCTION -- 1 ARRESTED DEVELOPMENT -- 1.1 LAW AND DISORDER: QUALITY ASSURANCE LACKS RETURN ON INVESTMENT (ROI) METRICS -- 1.2 BOXED IS BETTER: BOARDS AND EXECUTIVES APPLY CONTROL RATHER THAN ORDER -- 1.3 LEADERS WHO FOLLOW: LEARNING DEMANDS LEADERS -- OPERATIONS DEMAND FOLLOWERS -- 1.4 THE USUAL SUSPECTS: AN ANTIQUATED TABULA RASA APPROACH -- 1.5 ACCIDENTAL TOURIST: LIMITED SYSTEMIC AWARENESS IN DEVELOPMENT PROGRAMMES -- 1.6 GROUNDHOG DAY: HAVEN'T WE LEARNT THIS BEFORE? -- 2 THE THIN RED LINE: METHOD IN THE MADNESS -- 2.1 FIDDLER ON THE ROOF: THE APPROACH -- 2.2 A PERFECT STORM: SEEKING VALIDITY IN A SYSTEM OF CHAOS -- 2.3 IT TAKES A THIEF: FIELD WORK THROUGH PERSONAL EXPERIENCE -- 2.3.1 Learning management -- 2.3.2 Train-spotting: learning facilitation -- 2.3.3 Honour among thieves: consultation on the original idea -- 3 THE BIG IDEA -- 3.1 BETTER TO LIGHT A CANDLE -- 3.1.1 First light: towards working definitions -- 3.1.1.1 Systemic: it is all connected -- 3.1.1.2 Leadership: everybody wants to rule the world -- 3.1.1.3 Learning: eternal sunshine of the spotless mind -- 3.1.1.3.1 Knowledge Transience Map -- 3.1.1.3.2 The mother of invention: Learning and Innovation -- 3.1.1.3.3 Idea Appreciation Continuum -- 3.1.1.4 Systemic Leadership Learning (SLL) -- 4 FOUR WEDDINGS AND A FUNERAL -- 4.1 A FEW GOOD MEN (AND WOMEN): THE LEADER AS SYSTEM -- 4.1.1 Fatal attraction: the Entrenchment Curve -- 4.1.1.1 Stir crazy: the Authority Paradox -- 4.1.1.2 Goodfellas: the responsibility of the leader in SLL -- 4.1.1.3 Learning Outcome Parameters Assessment -- 4.2 THE EMPIRE STRIKES BACK: THE ORGANI-SATION AS SYSTEM -- 4.2.1 Great and mutual expectations -- 4.2.2 Double indemnity: the responsibility of the organisation.