"It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change.Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management. "-- Provided by publisher.

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 .