Adaptation has never been so important as it is now, in the disruptive wake of the COVID-19 onset. We are undergoing a whole systems change. The far-reaching impacts on our complex, uncertain world pose questions that individual leaders are unable to answer on their own.
We need a different approach.
The term adaptation comes from the study of natural ecologies, and a complexity (or living systems) approach enables organisations to respond to external changes and evolve their internal culture in ways that support relevance and survival into the future. Engaging with change in this way also nurtures people – it liberates possibilities, creativity, productivity and satisfaction. The lens of complexity alters the way we think about the role of leadership and even how we understand the term ‘change’.
This book is for leaders who want to hold the space for change, people who see themselves as agents of change, and government teams working in complex policy areas like sustainability, education and health.
Drawing on 15 years of practical experience, this ‘how-to’ book offers a comprehensive approach to facilitating emergent change and transformation.
www.josiemclean.com
Inhoudsopgave
Prologue: Leadership during crisis
CHAPTER 1: Why another book on change and leadership?
CHAPTER 2: What to expect when you hit the sweet spot
CHAPTER 3: Understanding change
CHAPTER 4: Key leadership principles within complexity
CHAPTER 5: Letting go of the hero leader
CHAPTER 6: Introducing the leader as gardener
CHAPTER 7: How to prepare yourself for action
CHAPTER 8: How to get into the action
CHAPTER 9: How to monitor your progress
CHAPTER 10: Practices that will help hone your skills
CHAPTER 11: The hope, simplicity and power implicit in complexity
Over de auteur
Josie began her career as a financial analyst and corporate strategic planner in the automotive and finance industries. She has been fascinated by the intersection of strategy, people, process and change ever since.
In 1999, she commenced her executive coaching practice that extended into organisational cultural evolution by 2009. During that year Josie also received the global International Coach Federation President’s 2009 Award for her contribution as a cofounder of the professional coaching industry in Australasia.
Josie’s doctoral thesis involved her as an external change agent within a client organisation to understand how an organisation might transform itself to nurture people and planet- just like a person might – from the inside out.
She continues to work in the ambiguous space of adaptive learning and change within organisations and communities.
Increasingly her work is turning to teaching others what she has learned about complex challenges and how to move forward within them.
Josie continues to research and publish as a Visiting Research Fellow at the University of Adelaide’s Yunus Social Business Centre and is also a co-founder on the global Climate Coaching Alliance initiative.
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