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 examples and cases, the book offers a genuine, viable alternative to existing approaches.
OD expert and executive coach, Paul Lawrence is Co-director of the Centre for Systemic Change, a change management company based in Sydney. Paul was previously a Global Programme Director for OD and Learning at BP.
Chapter - 00: Introduction; Chapter - 01: The emerging change model; Section - ONE: Reflective dialogue in action; Chapter - 02: Dialogue and communication; Chapter - 03: Listening; Chapter - 04: Voicing; Chapter - 05: Reflection; Section - TWO: Perspective, purpose and identity; Chapter - 06: The evolution of perspective; Chapter - 07: The evolution of purpose; Chapter - 08: The evolution of identity; Section - THREE: Power and politics; Chapter - 09: Power and politics; Section - FOUR: Themes; Chapter - 10: Authenticity; Chapter - 11: Resistance to change; Chapter - 12: Systemic thinking; Section - FIVE: Application; Chapter - 13: Case study: The emerging change model in practice; Chapter - 14: Getting started; Chapter - 15: Leadership; Chapter - 16: Building capability; Chapter - 17: The role of coaching