The Resource Leading change : the challenge of complexity, Paul Lawrence

Leading change : the challenge of complexity, Paul Lawrence

Label
Leading change : the challenge of complexity
Title
Leading change
Title remainder
the challenge of complexity
Statement of responsibility
Paul Lawrence
Creator
Contributor
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorDate
1956-
http://library.link/vocab/creatorName
Lawrence, Paul R.
Index
no index present
LC call number
HD58.8
LC item number
.L384 2015
Literary form
non fiction
Nature of contents
dictionaries
http://library.link/vocab/relatedWorkOrContributorName
ProQuest (Firm)
http://library.link/vocab/subjectName
  • Organizational change
  • Organizational behavior
  • Leadership
  • Management
Label
Leading change : the challenge of complexity, Paul Lawrence
Instantiates
Publication
Note
Description based on print version record
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
Machine generated contents note: Acknowledgements Introduction -- 01 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
Dimensions
unknown
Edition
1st Edition.
Extent
1 online resource.
Form of item
online
Isbn
9780749471699
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
12184883
System control number
(NhCcYBP)12184883
Label
Leading change : the challenge of complexity, Paul Lawrence
Publication
Note
Description based on print version record
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
Machine generated contents note: Acknowledgements Introduction -- 01 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
Dimensions
unknown
Edition
1st Edition.
Extent
1 online resource.
Form of item
online
Isbn
9780749471699
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
12184883
System control number
(NhCcYBP)12184883

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