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Produktbild: Visual Consulting
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Visual Consulting Designing and Leading Change

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

25.09.2018

Verlag

John Wiley & Sons Inc

Seitenzahl

288

Maße (L/B/H)

25,4/17,9/1,5 cm

Gewicht

592 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-37534-0

Beschreibung

Rezension

"This book is useful, practical, relevant, and well worth reading if you want to ensure no DBPP (death by power point) in your talks or workshops." - Irish Tech News

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

25.09.2018

Verlag

John Wiley & Sons Inc

Seitenzahl

288

Maße (L/B/H)

25,4/17,9/1,5 cm

Gewicht

592 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-37534-0

EU-Ansprechpartner

Zeitfracht Medien GmbH
Ferdinand-Jühlke-Straße 7
99095 Erfurt
DE
produktsicherheit@zeitfracht.de

Herstelleradresse

Wiley & Sons
1 Oldlands Way
PO22 9NQ Bognor Regis
GB
trade@wiley.com

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Die Leseprobe wird geladen.
  • Produktbild: Visual Consulting

  • Part I. Imagining Visual Consulting
    Jumping Into the Flow

    1. The Potential of Visual Consulting 3
    Integrating Methods to get Results
    Bringing Together the Fields of Visual Facilitation, Dialogue & Change/ Best Practices from the California Roundtable on Water & Food Supply/ Getting Started at UC Merced/ Ways to Begin Developing Skills.

    2. What Kind of Consultant Are You? 15
    A Collaborative Engagement Framework
    Types of Change/ Are You an Expert, Pair-of-Hands, or Process Consultant?/ What is Elevation & Subordination?/ Visual Consulting at UC Merced/ Testing Respectful Engagement at the Organization Development Conference/ Traps & m Shadow Sides

    3. Capabilities You'll Need 33
    Focus on the Fundamentals
    The Four Flows of Process-Attention, Energy, Information & Operations/ Use of Self/ Visualization Capabilities Needing Attention/ Practices for Dialogue, Visualization, Change & Use of Self

    Part II. Visualizing Change
    Helping Clients Look Ahead

    4. Finding & Contracting Clients 53
    Succeeding at Initial Meetings
    Starting a Project at UC Merced/ Using Visuals to Demonstrate Competency/ Mapping the Challenge/ Creating Value Propositions/ Finding Clients/ Initial Client Meetings/ Questions to Ask/ Contracting & Proposals/ Visual Consulting Practices/ Drafting Roadmaps

    5. Basic Patterns of Change 73
    Navigating Between Old & New
    Research on Change/ Identifying your Changes/Traditional Rites of Passages/ Liminal Pathways Framework/ Phases of Change-Separation, Liminality, Integration/ Roles-Persons in Transition, Change Agent, Communitas, Community/ Becoming Masters of Change.

    6. Seven Challenges of Change 91
    Seeing Repeating Patterns
    Integrating Liminal Pathways and The Grove Model of Change/ The Seven Challenges of Change/ Looking at Visual Models/ Mapping to the Four Flows/ Visualizing Nesting/ The Full Framework.

    Part III. Visual Consulting Practices
    Responding to Change Challenges (CC)

    7.Activating Awareness 103
    Recognizing the Need to Change
    Assessing Where You Are in Change/ What is Change Management?/ Working Consciously with Metaphors/ Mapping Your Change Challenge/ Inner Process Dynamics of Surprise, Numbness, Hope & Preparedness / Outer Structures-1. Scan for System Needs/ 2. Map Drivers of Change/ 3. Identify Stakeholders/ 4. Interview for Discovery/ 5. Understand & Cultivate Readiness

    8. Engaging Leaders of Change 121
    The Role of Process Design Teams
    Facing Uncertainty, Fear & Feelings/ UC Merced Case/ Outer Structures-1. Recruiting a Process Design Team/ 2. Contract with Leaders/ 3.Create a Safe Environment for Exploration/Initiate a Collaboration Backbone, Roadmaps/ 5. Set Patterns & Pace

    9. Creating & Sharing Opportunities 141
    Designing Approaches, Strategy & Visions
    Attending to Assumptions, Resistance, Empathizing, Imagining Possibilities/ Dialogic OD Examples/ Design Thinking/ Outer Structures-1. Refine a Case for Change/ 2. Clarify Approach & Theory of Change-Levels of Intervention Systemic Analysis/ 3. Create a Strong Container/ 4. Visualizing Possibilities, Visions, & Scenarios.

    10.Stepping Into a New Shared Vision 169
    Committing to Real Change
    Reconnecting with Purpose, Holding Complexity, Crossing the Threshold & Letting Go-Letting Come/ Non-objective Aspects of Visioning/ Outer Structures -1. Generate New Images & UC Merced Visioning/ 2. Make Tough Decisions & The DLR Group/ 3.Invite Explicit Commitment/ 4. Identify Initiatives, & The Cal Poly Case/ 5. Determine Resources.

    11.Empowering Visible Action 195
    Involving New Leaders
    Time for a Baton Pass?/ Supporting Emergence/ Learning From New Experience/ Taking Enough Time/ Outer Structures-1. Communicate & Visualize Early Wins & College of Business Administration Case/ 2. Sustain a Clear Rhythm & the RE-AMP Case/ Support New Leaders & Work Groups/ 4. Build Capacity & Large Scale Visioning/ 5. Facilitate Learning Processes.

    12.Integrating Systemic Change 211
    Take On New Processes & Behavior
    The Icberg Model of Systems/ Persisting Courageously/ Clearing Old Habits/ Nurturing New Patterns/ Outer Structures-1. Amplify Success/ 2. Clear Blocks/ 3. Redesign Processes & Otis Spunkmeyer ERP/ 4. Incent New Behavior & Evolve New Rituals.

    13.Sustaining Long-Term 225
    Evolving a New Culture
    A Culture Model of Change/ Rituals Mark Movement/ Savoring the Gifts of Change/ Living with Impermanence/ Discerning Types of Change/ Outer Structures-1. Evolve the Culture & The Challenge of New Methods/ /Celebrate Completions/ Invest in Renewal/ Maintain & Refine

    Part IV. Expanding Your Resources
    Continuing the Journey

    14. Towards Mastery 243
    Purpose, Practice & Passion
    Work with Purpose & Intent/ Visual Practice is Growing/ Visual Consulting as a Path to Integrated Practice/ Combining Fields as a Path to Mastery/ Places to Start/Start with Little Things/ Recognizing Crucibles/ Evolving New Cultures in Europe/ The Global Learning & Exchange Network (GLEN)

    Appendix 253

    Arthur M. Young's Theory of Process 254

    Bibliography 255

    Index 263