Leading change : how successful leaders approach change management / Paul Lawrence.

Format:

Book

Author/Creator:

Lawrence, Paul R., 1956- author.

Language:

English

Subjects (All):

Organizational change.

Organizational behavior.

Leadership.

Management.

Physical Description:

1 online resource (234 p.)

Edition:

First edition.

Place of Publication:

Philadelphia, Pennsylvania : Kogan Page, 2015.

Language Note:

English

Summary:

It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole. Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of ex

Contents:

Cover; Title; Copyright; Contents; Acknowledgements; Introduction; 01 The emerging change model; Method; The 'storytellers'; Results; Concepts; Categories; The emerging change model (ECM); Exploring the ECM; Part I: Reflective dialogue in action; Part II: Perspective, purpose and identity; Part III: Power and politics; Part IV: Themes; Part V: Application; The ECM as a reflective framework; The reluctant practitioner; Part One Reflective dialogue in action; 02 Dialogue and communication; Communicate, communicate, communicate?; Communication, monologue and dialogue; Monologue as coercion

Dialogue happens anywayGetting out and about; Barriers to dialogue; 03 Listening; Different ways of listening; Listening for the meaning; Listen first; Leaders' assumptions about leaders; Authentic curiosity; Listening to ourselves; Seeking feedback; 04 Voicing; Great expectations; 1. Resonance; 2. Transparency; 3. Authenticity; Storytelling; 05 Reflection; Reflection as abstraction; Sucked in; Reflection in practice; Reflecting on external events; Reflecting on self; Managing other's emotions; Part Two Perspective, purpose and identity; 06 The evolution of perspective

The paradoxical theory of changeThe significance of multiple perspectives; Failing to recognize 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; Identity and sense-making; Collective identities; Multiple identities; Identities are co-created; Identity in action; Giving and receiving feedback; Pace

The alternativeValues; 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 thinkingSystematic and systemic, complicated and complex; The view from the balconies; Over-privileging and under-communicating a balcony perspective; The emerging change model and systems thinking; Part Five Application; 13 Case study: The emerging change model in practice; The change programme; A dialogue with the CEO; Listening to the organization; Programme rollout; Change!; A focus on dialogue; The emergence of purpose; Using the ECM; 14 Getting started; A systemic approach; Purpose; Getting started; 15 Leadership; Complexity and the role of practical judgement; Strategy

Authentic leadership

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

0-7494-7169-7

OCLC:

897379145