Practice of Adaptive Leadership A Fieldbook for Practitioners從業(yè)人員適應(yīng)領(lǐng)導(dǎo)層手冊(cè)

內(nèi)容概要

We live in a time of danger and opportunity. Individuals, organizations, communities and countries must continuously adapt to new realities to simply survive. Wanting more, wanting to thrive even under constantly shifting and often perilous conditions, people in all sectors are called upon to lead with the courage and skill to challenge the status quo, deploy themselves with agility, and mobilize others to step into the unknown. 　　Ron Heifetz first mapped a groundbreaking theory of leadership in the seminal book, Leadership Without Easy Answers. Followed by the bestselling Leadership on the Line, he and long-time Harvard colleague Marty Linsky offered a compelling set of arguments and stories to show how to lead and stay alive through the dangers of change.　　Now Heifetz and Linsky, joined by Alexander Grashow, have distilled the learning from their combined sixty-plus years of leadership consulting, teaching and training around the globe into a practical hands-on guide to making your leadership both more effective and more powerful. 　　The Practice of Adaptive Leadership will help you think and execute amidst profoundly changing complexity. With its comprehensive and systemic approach to assessing candidly the situation and yourself, and then taking action, its wisdom and advice are drawn also from the experiences of people like you, committed to advancing what you care about most.

作者簡(jiǎn)介

Ron Heifetz and Marty Linsky are cofounders and Principals of Cambridge Leadership Associates and authors of previous books on adaptive leadership, with over fifty years of teaching and leadership consulting experience between them. Alexander Grashow is Cambridge Leadership Associates Director of Consulting Practice and has extensive experience as a leadership consultant, teacher, and trainer.

書籍目錄

Preface  Acknowledgments  Part One: Introduction: Purpose and Possibility　1.  How to Use This Book  Overview  　　Adaptive Challenges and Adaptive Capacity  　2.  The Theory Behind the Practice　　The Illusion of the Broken System  　　Distinguishing Technical Problems from Adaptive Challenges  　　Distinguishing Leadership from Authority  　　Living in the Disequilibrium  　　Observe, Interpret, Intervene  　　Experiment and Take Smart Risks Smartly  　　Engage Above and Below the Neck  　　Connect to Purpose      3.  Before You Begin　　Don't Do It Alone  　　Live Life as a Leadership Laboratory  　　Resist the Leap to Action  　　Discover the Joy of Making Hard Choices  Part Two: Diagnose the System　4.  Diagnose the System　　The Elegance and Tenacity of the Status Quo  　　Discover Structural Implications  　　Surface Cultural Norms and Forces　　Recognize Default Interpretations and Behavior　5.  Diagnose the Adaptive Challenge　　Determine the Technical and Adaptive Elements　　Listen to the Song Beneath the Words　　 Four Adaptive Challenge Archetypes  6.  Diagnose the Political Landscape　　 Uncover Values Driving Behavior　　 Acknowledge Loyalties　　 Name the Losses at Risk　　 Realize Hidden Alliances  7.  Qualities of an Adaptive Organization　　 Name the Elephants in the Room　　 Share Responsibility for the Organization's Future　　 Value Independent Judgment　　 Build Leadership Capacity　　 Institutionalize Reflection and Continuous LearningPart Three: Mobilize the System　8.  Make Interpretations　　Notice When People Are Moving Toward the Left Sideof the Chart  　　Reframe the Group's Default Interpretations　　Generate Multiple Interpretations　　Audition Your Ideas　　Generate a Diversity of Interpretations　9.  Design Effective Interventions　　Step 1: Get on the Balcony　　Step 2: Determine the Ripeness of the Issue in the System　　Step 3: Ask, Who Am I in This Picture?　　Step 4: Think Hard About Your Framing　　Step 5: Hold Steady　　Step 6: Analyze the Factions That Begin to Emerge　　Step 7: Keep the Work at the Center of People's Attention……

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