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Preface viii
Acknowledgments xvi
Mapping the territory 1
Introduction 1
Rational views on how change happens 2
What's missing? 10
Interrelationship of the four views of change 15
The change context 16
Key aspects of organizational dynamics 17
Organizational outcomes 22
Roles within the change process 23
The Change Map as a whole 31
The rational view of change 32
Integrating the rational and a-rational dynamics of change 33
Underlying dynamics of change 36
Introduction 36
Relationship dynamics 36
Shadow-side dynamics 40
The leadership paradox 50
The nature of the leadership task 52
Organizations as networks of self-organizing conversations 54
The origins of organizational change 56
Informal coalitions assumptions 58
Implications of the dynamics of informal coalitions 59
Change-leadership agenda 60
Reframing communication 62
Introduction 62
Leadership communication grid 63
Conventional forums and processes - Mode C1 65
Workshops and structured dialogue sessions - Mode C2 70
Everyday conversations and interactions - Mode C3 74
Role modeling - Mode C4 83
Three things to remember 85
In summary 86
Thinking culturally 87
Introduction 87
The culture change industry 87
Taking culture seriously 90
A cultural "snapshot" 93
Organizations as networks of conversations 98
Management myths that obscure understanding 100
Thinking culturally 104
In summary 111
And finally... 112
Acting politically 114
Introduction 114
Politics as "playing dirty" 114
Informal coalitions view of organizational politics 118
The political process 129
Functional politics and the use of power 132
Options for political action 138
Phases of political action 141
In summary 151
Building coalitions 153
Introduction 153
The nature of coalitions 153
Building coalitions - The leadership challenge 155
Issue coalitions 157
Action coalitions 162
Intellectual understanding and emotional engagement 177
And finally... 194
Embracing paradox 195
Introduction 195
The nature of paradox in organizations 196
Why embracing paradox is not commonplace 197
Why embracing paradox is important 200
Meeting the challenge 201
A practical toolkit 202
The leadership paradox 202
The performance paradoxes 204
Organizational paradoxes 215
Embracing paradox 224
Providing vision 226
Vision as a desired end-state 226
Vision as everyday engagement 229
Gaining perspective 232
Realizing purpose 239
Self-managing processes 242
Exploiting possibilities 247
Unlocking potential 252
Igniting passion 255
Putting it all together - Aiming for 20:20 vision 260
Postscript 262
Notes 266
Bibliography 270
Index 273
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