Leading Change

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

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.