[eBook Code] Visual Consulting (eBook Code, 1st)

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