[et_pb_section admin_label=”section”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid” header_text_color=”#a2358b”]<\/p>\n
<\/p>\n
Each of the approaches, theories and tools in the Art of Change Making draws on a range of resources, websites, videos and books. These were used to inform the content of the book as well as providing a full explanation.<\/p>\n
Below you will find the references taken from the book for each of the approaches:<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”Section” fullwidth=”off” specialty=”off” background_image=”https:\/\/www.leadershipcentre.org.uk\/artofchangemaking\/wp-content\/uploads\/2017\/01\/background.jpg” transparent_background=”off” background_color=”#ffffff” allow_player_pause=”off” inner_shadow=”off” parallax=”off” parallax_method=”off” padding_mobile=”off” make_fullwidth=”off” use_custom_width=”off” width_unit=”on” make_equal=”off” use_custom_gutter=”off” custom_css_main_element=”background-repeat: repeat;||background-size: initial;||background-image:url(https:\/\/www.leadershipcentre.org.uk\/artofchangemaking\/wp-content\/uploads\/2017\/01\/background.jpg);”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n
Navigating the guide – Pg 3<\/strong> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”section”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n An Ecology of Mind – Pg 15<\/strong> <\/p>\n Evolutionary Biology – Pg 18<\/strong> <\/p>\n Living Systems – Pg 21<\/strong> <\/p>\n Understanding Networks – Pg 25<\/strong> <\/p>\n The Strength of Weak Ties – Pg 29<\/strong> <\/p>\n The Tipping Point – Pg 32<\/strong> <\/p>\n Society 4.0 \u2013 from ego-system to eco-system – Pg 34<\/strong> <\/p>\n Community – Pg 37<\/strong> <\/p>\n Building Capital – Pg 40<\/strong> <\/p>\n Public Value – Pg 43<\/strong> <\/p>\n Four Orders and Systemic Constellations – Pg 46<\/strong> <\/p>\n Social Movements – Pg 51<\/strong> <\/p>\n Complexity – Pg 54<\/strong> <\/p>\n Critical, Tame, Wicked Problems. Messy and Elegant solutions – Pg 58<\/strong> <\/p>\n The Landscapes Framework – Pg 62<\/strong> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”Section” fullwidth=”off” specialty=”off” background_image=”https:\/\/www.leadershipcentre.org.uk\/artofchangemaking\/wp-content\/uploads\/2017\/01\/background.jpg” transparent_background=”off” background_color=”#ffffff” allow_player_pause=”off” inner_shadow=”off” parallax=”off” parallax_method=”off” padding_mobile=”off” make_fullwidth=”off” use_custom_width=”off” width_unit=”on” make_equal=”off” use_custom_gutter=”off” custom_css_main_element=”background-repeat: repeat;||background-size: initial;||background-image:url(https:\/\/www.leadershipcentre.org.uk\/artofchangemaking\/wp-content\/uploads\/2017\/01\/background.jpg);”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n Ethnography – Pg 69<\/strong> <\/p>\n Cultural Theory and Clumsy Solutions – Pg 72<\/strong> <\/p>\n Cultural Dynamic Values Space \u2013 The Value Modes model – Pg 75<\/strong> <\/p>\n Adoption Curves – Pg 78<\/strong> <\/p>\n Change curve \u2013 stages of grief – Pg 81<\/strong> <\/p>\n Taxonomy of Needs – Pg 84<\/strong> Maslow\u2019s Hierarchy of Needs \u2013 a theory of human motivation – Pg 87<\/strong> <\/p>\n Gestalt Theory of Change – Pg 90<\/strong> <\/p>\n Lewin\u2019s Model of Change – Pg 94<\/strong> <\/p>\n Transactional Analysis – Pg 97<\/strong> <\/p>\n Johari Window – Pg 101<\/strong> <\/p>\n Positive Psychology – Pg 104<\/strong> <\/p>\n Learning Cycles and Learning Styles – Pg 106<\/strong> <\/p>\n Neuro-Science \u2013 system 1 and system 2 – Pg 111<\/strong> <\/p>\n The Divided Brain \u2013 The master and his emissary – Pg 115<\/strong> <\/p>\n MBTI Myers Briggs Type Indicator – Pg 118<\/strong> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”section”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n Basic Assumption Groups and Psychodynamic Approaches<\/strong> – Pg 123<\/strong> Argyris, Theories of Action \u2013 double loop learning and organisational theories of action –\u00a0Pg 127<\/strong> The Three Levels of Organisational Culture\u00a0– Pg 131<\/strong> Cultural Web – Pg 134<\/strong> Change and Culture Complexity – Pg 138<\/strong> Learning Organisations – Pg 141<\/strong> Five Capacities of High Performance Teams –\u00a0Pg 145<\/strong> Cross-functional teams and X-Teams –\u00a0Pg 148<\/strong> Owl, Fox, Donkey, Sheep: Political Skills for Managers – Pg 154<\/strong> Understanding the Connection between People and Performance<\/strong> Employee Engagement – Pg 162<\/strong> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”Section” fullwidth=”off” specialty=”off” background_image=”https:\/\/www.leadershipcentre.org.uk\/artofchangemaking\/wp-content\/uploads\/2017\/01\/background.jpg” transparent_background=”off” background_color=”#ffffff” allow_player_pause=”off” inner_shadow=”off” parallax=”off” parallax_method=”off” padding_mobile=”off” make_fullwidth=”off” use_custom_width=”off” width_unit=”on” make_equal=”off” use_custom_gutter=”off” custom_css_main_element=”background-repeat: repeat;||background-size: initial;||background-image:url(https:\/\/www.leadershipcentre.org.uk\/artofchangemaking\/wp-content\/uploads\/2017\/01\/background.jpg);”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n Process Consultation – Pg 167<\/strong> Adaptive Leadership – Pg 171<\/strong> Public Narrative – Pg 174<\/strong> Dialogue – Pg 177<\/strong> Vital Conversations \u2013 The FAB approach – Pg 180<\/strong> Framing\/Reframing – Pg 182<\/strong> Push and Pull Influencing Style – Pg 184<\/strong> Mindfulness – Pg 187<\/strong> Reflective Practice – Pg 190<\/strong> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”section”][et_pb_row admin_label=”Row” make_fullwidth=”off” use_custom_width=”on” width_unit=”on” custom_width_px=”768px” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text” background_layout=”light” text_orientation=”center” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n Lewin\u2019s Force Field Analysis – Pg 195<\/strong> Power Mapping – Pg 198<\/strong> Stakeholder Analysis \u2013 Trust and Agreement – Pg 200<\/strong> Multiple Cause Diagrams – Pg 203<\/strong> Organisational Design \u2013 The Star Model – Pg 207<\/strong> Co-production \u2013 The Egg Model – Pg 210<\/strong> Results (Outcomes) Based Accountability (RBA or OBA) – Pg 213<\/strong> Open Strategy \u2013 PRUB (Projects, Results, Users, Benefits) – Pg 215<\/strong> Nudge Theory \u2013 designing choice environments – Pg 218<\/strong> Nominal Group Technique – Pg 220\u00a0<\/strong> Appreciation Process –\u00a0Pg 222<\/strong> Presentations and Lectures – Pg 224<\/strong> Action Learning – Pg 232<\/strong> Communities of Practice (CoP) – Pg 235<\/strong> Coaching Conversations (Individual and Team) – Pg 238<\/strong> Transformational Coaching \u2013 The CLEAR model (Contracting, Listening, Explore,<\/strong> Coaching Conversations \u2013 The Inner Game (self 1 & self 2) – Pg 246<\/strong> Learning History – Pg 250<\/strong> Communication Circles \u2013 talking circles, wisdom circles, open circles – Pg 253<\/strong> Future Search (futuresearch.net) – Pg 256<\/strong> Open Space – Pg 259<\/strong>
\nDeborah Ghate, Jane Lewis, and David Welbourn, Systems Leadership: Exceptional Leadership for Exceptional Times \u2013 Synthesis Paper (Nottingham: Virtual Staff College, 2014) [online edition, available at http:\/\/www.virtualstaffcollege.co.uk\/wp-content\/uploads\/VSC_Synthesis_exec_complete.pdf<\/a>]. Ghate and Lewis completed the research in conjunction with the Colebrooke Centre for Evidence and Implementation, while Welbourn\u2019s contribution was in conjunction with the Centre for Health Enterprise at the Cass Business School, City University, London.<\/p>\nUnderstanding Systems<\/strong><\/span><\/h2>\n
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\nResults Based Leadership – Pg 157<\/strong>
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\n The GROW Model (Goals, Reality, Options, Will)<\/strong>
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\n Action, Review) – Pg 241<\/strong>
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