Foreword
Preface
Introduction
The introduction briefly introduces complexity science, the science of uncertainty, explaining why and how it is so useful to leaders. It then briefly outlines the structure for the book, explaining the focus of the three parts.
PART 1 - The changing landscape for leadership and change
PART 1 paints a picture of the changing landscape for leadership and change. It explains how the working world is qualitatively different now and why that matters for leadership and change.
Chapter 1 - In constant motion
This chapter sketches out the new landscape for leadership and change:
Is it just me? Challenges of a world in constant motion
From change to changing. From organisations to organising
The death throes of change management
Leadership assumptions that have had their time
What does this mean for leadership and change?
Chapter 2 - Complexity, straightforwardly
This chapter offers a straightforward view of key concepts from complexity theory by relating them to real-world organisational challenges facing leaders:
Help! Complexity is complex. Can we just simplify things? (Entanglement)
Avoiding nasty surprises. Your key leadership dilemma (Uncertainty)
Haven't we been here before? The illusion of stability (Patterning)
Let us turn back the clock! Why complexity is a one-way street (Emergence)
What does this mean for leadership and change?
Chapter 3 - Leading in the midst of change
This chapter positions leaders in the midst of change and explores their leadership potency:
Yes, it does matter what you say and do
You've got to be in it to change it
Why change is every leader's job
Making sense of the Dynamic Patterning of change
What does this mean for leadership and change?
PART 2 - Tools & techniques for leadership and change
PART 2 begins by considering how we can invigorate existing tools and techniques with a new mindset. It then offers some new tools and techniques for leadership in complexity and change.
Chapter 4 - Applying complexity thinking
Why how we think about what we do matters a lot:
Better to be roughly right, than precisely wrong
Plausibility
Provisionality
Experimentation
Questions, not answers
Chapter 5 - Noticing weak signals
It all starts with noticing:
For the want of a horseshoe nail
The power of small, human-scale data
Slowing down thinking
We each see part of the picture
Noticing at multiple levels
Chapter 6 - Spotting the vital signs of change
New tools for noticing:
Events and why they matter
Changing patterns of relations
Changing patterns of attention
Changing patterns of emotion
Taking a systematic approach
Chapter 7 - 'Catching reality in flight'
Making sense of what is changing as it is changing:
Emerging issues and opportunities
Patterns, meta-patterns and false patterns
Paradoxical thinking - both/and
Power of other perspectives
Provisionality, again
Chapter 8 - Informing your leadership responses
Applying informed leadership:
What you say and do matters
Cues and signals
Managing the stage
Unintended consequences
Keep on keeping on
PART 3 - Leadership and change practice
PART 3 explores the practice and practices of leadership and change.
Chapter 9 - It starts with you
Leadership is personal:
Self-as-instrument - what it means and why it matters
Reflex, reflection and reflexivity
Responsible leadership
Ethical practice
Authentic leadership
Chapter 10 - Practices of leadership in complexity and change
Putting the thinking into practice. How practitioners are doing it:
Managing energy
Collaborative leadership
The art and science of nudging
Managing the stage
