Learn about alternative ways of managing the change experience to make it doable, energising and transformative.
The process of change in all organizations - corporate, public sector and not-for-profit - can be fraught, overwhelming and unpredictable, both for those experiencing change and for those charged with its implementation. Relational Change presents a refreshingly readable and accessible alternative to the normal rhetoric of mechanistic, top-down change. Instead, Liz Wiggins and Harriet Hunter show how paying closer attention to personal interactions and relationships lies at the very heart of effective and sustainable change in organizations.
Exploring issues of power, politics, emotions and the way people and systems can become stuck in unhelpful patterns, this book will help you work practically with the messiness of change. The dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. Integrating research and theory from a wide range of sources, as well sharing their own extensive experience of leading change, the authors present a stimulating and thought-provoking people-centred and relational approach that focuses on doing with others, rather than doing to them.
Relational Change combines academically-grounded, theoretically-robust thinking that explains the rationale for relational change with real-world stories that will resonate with your own experience of change, whether as a seasoned or novice leader.
Autorentext
Liz Wiggins is Associate Professor of Change and Leadership at Ashridge, now part of Hult International Business School. She co-developed GenerationQ, the highly esteemed Master's degree in leadership for those working on change in the health sector. She has over twenty years' experience leading change at Unilever and as a change consultant across both the private and public sectors. She also offers coaching and supervision through Blue Morph Ltd.
Inhalt
Chapter 1: Seeing organisations differently
Chapter 2: Seeing change differently: the art of choosing your approach
Chapter 3: The dynamics of relational change: to push or to pull?
Chapter 4: Organisational agility: working well with politics
Chapter 5: Symbolic acts and small gestures: recognising and shifting power dynamics
Chapter 6: Recognising and working well with emotions
Chapter 7: Re-imagining meetings: how to encourage dialogue and thinking together
Chapter 8: Working well with people 'in the moment'
Chapter 9: Working with stuckness and reframing resistance
Chapter 10: Sustaining yourself, others and change
Chapter 11: The ups and downs of change. Moira's story
Chapter 12: From toxicity to talking: creating connection through dialogue. Joe's story
Chapter 13: Involving people across the system. Emma's story
In Summary: what does a leader of relational change do in practice?