{"product_id":"9783110713060","title":"Leadership in Complexity and Change : For a World in Constant Motion (De Gruyter Transformative Thinking and Practice of Leadership and Its Development)","description":"\u003cp\u003eIf we needed a reminder that the world is complex and in constant motion, then 2020 certainly delivered. Suddenly, the inherent uncertainties and ambiguities of leadership were starkly revealed for all to see as the dynamics of complexity and change played out intensively, and very publicly, on the global stage. \u003c\/p\u003e \u003cp\u003eLeadership in Complexity and Change draws on complexity science to paint a picture of a world in constant motion, where leadership is enacted in the midst of complexity and continuous change. We must learn to engage with complexity. If not now, when? \u003c\/p\u003e \u003cp\u003ePart I of this insightful book brings complexity science to life by considering the practical challenges of complexity and its implications for leadership. Part II considers how leaders can reinvigorate existing tools and approaches with a new mindset, before offering some new tools and practices for learning informed leadership. Part III concludes by considering the person in the practice of leadership in complexity and change. Key ideas are presented through mini-cases and practical examples embedded throughout the book. \u003c\/p\u003e \u003cp\u003eThis book will help executives, managers, and professionals \u003c\/p\u003e \u003cul\u003e \u003cli\u003erecognise where some of the challenges come from \u003c\/li\u003e \u003cli\u003eunderstand why those challenges persist \u003c\/li\u003e \u003cli\u003eengage with the dynamic patterning of organisational life \u003c\/li\u003e \u003cli\u003eappreciate the scope for leadership \u003c\/li\u003e \u003cli\u003erecognise the choices that can be made \u003c\/li\u003e \u003cli\u003echoose how to manage themselves \u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eEvents around the book\n\u003c\/strong\u003eLink to a De Gruyter Online Event in which the author Sharon Varney together with Jean Boulton, Leading authority on complexity theory and its implications for the social world, and Ian Rodwell, Head of Client Knowledge and Learning at Linklaters LLP, discuss what it means to be an effective leader in an uncertain world and that one should develop the ability to keep an eye on the emerging future:\nhttps:\/\/youtu.be\/vSi732fdqbc \u003c\/p\u003e \u003cp\u003e\n\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eForeword \u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePreface \u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eIntroduction\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eThe 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. \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePART 1 - The changing landscape for leadership and change\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003ePART 1 paints a picture of the changing landscape for leadership and change. It explains \u003cem\u003ehow\u003c\/em\u003e the working world is qualitatively different now and \u003cem\u003ewhy\u003c\/em\u003e that matters for leadership and change. \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 1\u003c\/strong\u003e \u003cstrong\u003e- In constant motion\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eThis chapter sketches out the new landscape for leadership and change: \u003c\/p\u003e \u003cp\u003eIs it just me? Challenges of a world in constant motion \u003c\/p\u003e \u003cp\u003eFrom change to changing. From organisations to organising \u003c\/p\u003e \u003cp\u003eThe death throes of change management \u003c\/p\u003e \u003cp\u003eLeadership assumptions that have had their time \u003c\/p\u003e \u003cp\u003eWhat does this mean for leadership and change? \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 2\u003c\/strong\u003e \u003cstrong\u003e- Complexity, straightforwardly\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eThis chapter offers a straightforward view of key concepts from complexity theory by relating them to real-world organisational challenges facing leaders: \u003c\/p\u003e \u003cp\u003eHelp! Complexity is complex. Can we just simplify things? (Entanglement) \u003c\/p\u003e \u003cp\u003eAvoiding nasty surprises. Your key leadership dilemma (Uncertainty) \u003c\/p\u003e \u003cp\u003eHaven't we been here before? The illusion of stability (Patterning) \u003c\/p\u003e \u003cp\u003eLet us turn back the clock! Why complexity is a one-way street (Emergence) \u003c\/p\u003e \u003cp\u003eWhat does this mean for leadership and change? \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 3\u003c\/strong\u003e \u003cstrong\u003e- Leading in the midst of change\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eThis chapter positions leaders in the midst of change and explores their leadership potency: \u003c\/p\u003e \u003cp\u003eYes, it does matter what you say and do \u003c\/p\u003e \u003cp\u003eYou've got to be in it to change it \u003c\/p\u003e \u003cp\u003eWhy change is every leader's job \u003c\/p\u003e \u003cp\u003eMaking sense of the Dynamic Patterning of change \u003c\/p\u003e \u003cp\u003eWhat does this mean for leadership and change? \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePART 2\u003c\/strong\u003e \u003cstrong\u003e- Tools \u0026amp; techniques for leadership and change\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003ePART 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. \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 4 - Applying complexity thinking \u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eWhy how we think about what we do matters a lot: \u003c\/p\u003e \u003cp\u003eBetter to be roughly right, than precisely wrong \u003c\/p\u003e \u003cp\u003ePlausibility \u003c\/p\u003e \u003cp\u003eProvisionality \u003c\/p\u003e \u003cp\u003eExperimentation \u003c\/p\u003e \u003cp\u003eQuestions, not answers \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 5\u003c\/strong\u003e \u003cstrong\u003e- Noticing weak signals\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eIt all starts with noticing: \u003c\/p\u003e \u003cp\u003eFor the want of a horseshoe nail \u003c\/p\u003e \u003cp\u003eThe power of small, human-scale data \u003c\/p\u003e \u003cp\u003eSlowing down thinking \u003c\/p\u003e \u003cp\u003eWe each see part of the picture \u003c\/p\u003e \u003cp\u003eNoticing at multiple levels \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 6\u003c\/strong\u003e \u003cstrong\u003e- Spotting the vital signs of change\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eNew tools for noticing: \u003c\/p\u003e \u003cp\u003eEvents and why they matter \u003c\/p\u003e \u003cp\u003eChanging patterns of relations \u003c\/p\u003e \u003cp\u003eChanging patterns of attention \u003c\/p\u003e \u003cp\u003eChanging patterns of emotion \u003c\/p\u003e \u003cp\u003eTaking a systematic approach \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 7\u003c\/strong\u003e \u003cstrong\u003e- 'Catching reality in flight'\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eMaking sense of what is changing as it is changing: \u003c\/p\u003e \u003cp\u003eEmerging issues and opportunities \u003c\/p\u003e \u003cp\u003ePatterns, meta-patterns and false patterns \u003c\/p\u003e \u003cp\u003eParadoxical thinking - both\/and \u003c\/p\u003e \u003cp\u003ePower of other perspectives \u003c\/p\u003e \u003cp\u003eProvisionality, again \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 8\u003c\/strong\u003e \u003cstrong\u003e- Informing your leadership responses\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eApplying informed leadership: \u003c\/p\u003e \u003cp\u003eWhat you say and do matters \u003c\/p\u003e \u003cp\u003eCues and signals \u003c\/p\u003e \u003cp\u003eManaging the stage \u003c\/p\u003e \u003cp\u003eUnintended consequences \u003c\/p\u003e \u003cp\u003eKeep on keeping on \u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePART 3\u003c\/strong\u003e \u003cstrong\u003e- Leadership and change practice\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003ePART 3 explores the practice and practices of leadership and change. \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 9\u003c\/strong\u003e \u003cstrong\u003e- It starts with you\u003c\/strong\u003e \u003c\/p\u003e \u003cp\u003eLeadership is personal: \u003c\/p\u003e \u003cp\u003eSelf-as-instrument - what it means and why it matters \u003c\/p\u003e \u003cp\u003eReflex, reflection and reflexivity \u003c\/p\u003e \u003cp\u003eResponsible leadership \u003c\/p\u003e \u003cp\u003eEthical practice \u003c\/p\u003e \u003cp\u003eAuthentic leadership \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 10 - Practices of leadership in complexity and change \u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003ePutting the thinking into practice. How practitioners are doing it: \u003c\/p\u003e \u003cp\u003eManaging energy \u003c\/p\u003e \u003cp\u003eCollaborative leadership \u003c\/p\u003e \u003cp\u003eThe art and science of nudging \u003c\/p\u003e \u003cp\u003eManaging the stage \u003c\/p\u003e \u003cp\u003eSharon Varney is a scholar-practitioner who specialises in developing people and organisations. Sharon developed her deep expertise in leadership and change working in large, complex organisations. \u003c\/p\u003e \u003cp\u003eShe was Vice President for international learning and development at a US bank, before joining a global engineering and construction company in the offshore oil and gas industry as their group head of learning and communications. \u003c\/p\u003e \u003cp\u003eIn the early 2000s, Sharon was bitten by the complexity bug. This changed the trajectory of her career and she left the offshore business to take a deep dive into academia. Her award-winning doctoral research, which has a very practical edge, explored the complex dynamics of organisational change and the role of change leaders within it. \u003c\/p\u003e \u003cp\u003eSharon now effectively bridges academia and practice. Working across a wide variety of business settings, she applies complexity science insights in her leadership and organisational development (OD) work. This includes bringing thought and practice leadership to The Henley Forum, an applied research centre at Henley Business School, and to Masters' programmes at Henley and beyond. \u003c\/p\u003e \u003cp\u003e\"The book takes us on a journey into how this can enrich and lift the way we think and act while changing and leading organisations.\" \u003c\/p\u003e \u003cp\u003e\u003c\/p\u003e \u003cp\u003e--Bernd Vogel, Professor in Leadership and Founding Director of Henley Centre for Leadership at Henley Business School\n\u003c\/p\u003e \u003cp\u003e\"This is the best book I have read on complexity and leadership. It is very accessible and yet does not shirk from providing a clear account of the theory. The implications for change and leadership are nuanced and rich and practical at the same time. And I like the focus on the individual and what it means for personal practice. Highly recommended. This is a difficult topic to tackle as every author takes different meanings from complexity and weaves in different strands; there are some assertions I might argue with, but this is also a strength and an inevitability in tackling the complex topic of complexity. There is much to inspire, to engender debate and further study as well as to offer new perspectives, new insights and practical actions\". \u003c\/p\u003e \u003cp\u003e\u003c\/p\u003e \u003cp\u003e--Dr Jean Boulton, lead author of Embracing Complexity \u003c\/p\u003e \u003cp\u003e\u003c\/p\u003e \u003cp\u003e\"This book is a revelation and will be a must for anyone wanting to understand how to take an insider view of leadership and change in today's fast-changing and ambiguous times. With marvellous clarity Dr Sharon Varney lays bare the essence of complexity thinking as it applies to leadership, bringing theory vividly to life with rich case studies and key insights. The book challenges management orthodoxy - in complexity leaders are not in control of what happens, but like everyone else, leaders are active participants in the entangled web of formal and informal relationships, what Sharon calls the dynamic patterning of organisational life, full of paradoxes, power play and anxiety. Moreover, all models are wrong, including models of strategy and leadership because models are simplifications of our complex reality. And yet they have their place, as Sharon points out, when used appropriately to open minds. \u003c\/p\u003e \u003cp\u003e\u003c\/p\u003e \u003cp\u003eSharon encourages the reader to embrace complexity thinking, to spot the vital signs, including weak signals of emerging trends and to truly notice the social patterning (i.e., the history of choices made in a particular context) that also enable and constrain behaviour. And, while complexity is inherently paradoxical and there are no easy answers, as the author suggests, this is good for the system because it spurs adaptation. Sharon's call to spread the thinking is well made: \"Let us empower ourselves and others to bring leadership in complexity and change into the mainstream of thinking and practice. If not now, when?\" \u003c\/p\u003e \u003cp\u003e\u003c\/p\u003e \u003cp\u003e--Dr Linda Holbeche, Adjunct Professor, Imperial College Business School \u003c\/p\u003e \u003cp\u003e\u003c\/p\u003e","brand":"De Gruyter","offers":[{"title":"Default Title","offer_id":48827561607403,"sku":"00000_00000_00000_00000","price":53.08,"currency_code":"SGD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0758\/4484\/5803\/files\/9783110713060-1.jpg?v=1781718996","url":"https:\/\/kinokuniya.com.sg\/products\/9783110713060","provider":"Books Kinokuniya Singapore","version":"1.0","type":"link"}