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Visual Consulting
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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

About the Author

DAVID SIBBET is a world leader in visual facilitation and process leadership. He is the founder and CEO of The Grove Consultants International and is known globally for creating leading-edge process consulting tools for visualization, team performance, strategic visioning, and organizational transformation. GISELA WENDLING, PhD., is vice president of Global Learning at The Grove and codirector of the Global Learning & Exchange Network (GLEN). Her extensive experience in OD, dialogic practice, and learning from indigenous peoples about change is supporting new understanding about the potential of visual consulting.

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