OD expert and executive coach, Paul Lawrence is co-Director of the Centre for Systemic Change, a change management company based in Sydney. He was previously a Global Program Director for OD and Learning at BP.

Moves away from looking at why so many change programmes fail and explores what we can learn from those that are successful

Acknowledgements Introduction01 The emerging change modelMethod
Results
Exploring the ECM
The ECM as a reflective frameworkPart One Reflective dialogue in action

02 Dialogue and communicationCommunicate, 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 VoicingGreat expectations
Storytelling05 ReflectionReflection as abstraction
Sucked in
Reflection in practice
Managing other's emotionsPart Two Perspective, purpose and identity
06 The evolution of perspectiveThe paradoxical theory of change
The significance of multiple perspectives
Sharing perspectives
Perspectives and purpose07 The evolution of purposeAll 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 identityThe limitations of logic
Identity
Giving and receiving feedback
Pace
The alternative
Values
Dialogue and identityPart Three Power and politics
09 Power and politicsSupport 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 AuthenticityAuthenticity and identity
Courage
Sincerity and authenticity
Meaning-making
Authenticity and feedback11 Resistance to changeResistance to change and the emerging change model
Sources of resistance
Resistance as resource
Reciprocal resistance
People and buses
Effective change agency12 Systemic thinkingSystematic 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 practiceThe change programme
Using the ECM14 Getting startedA systemic approach
Purpose
Getting started15 LeadershipComplexity and the role of practical judgement
Strategy
Authentic leadership
Spotting the authentic leader

16 Building capabilityThe 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 coachingWhat is coaching?
Systemic coaching
Systemic coaching at work
Coaching culture/change cultureReferences
Index