Visual Consulting: Designing and Leading Change (Paperback)

Part I. Imagining Visual Consulting
Jumping Into the Flow

1. The Potential of Visual Consulting
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?
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
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
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
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
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.

7. CC1Activating Awareness
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. CC2 Engaging Leaders of Change
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. CC3 Creating & Sharing Opportunities
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.

Part III. Visual Consulting Practices
Responding to Change Challenges (CC)

10. CC4 Stepping Into a New Shared Vision
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. CC5 Empowering Visible Action
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. CC6 Integrating Systemic Change
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. CC7 Sustaining Long-Term
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
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

Arthur M. Young’s Theory of Process

Bibliography

Index