Preface

Introduction

The 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.

PART 1 - The changing landscape for leadership and change

PART 1 paints a picture of the changing landscape for leadership and change. It explains how the working world is qualitatively different now and why that matters for leadership and change.

Chapter 1 - In constant motion

This chapter sketches out the new landscape for leadership and change:

Is it just me? Challenges of a world in constant motion

From change to changing. From organisations to organising

The death throes of change management

Leadership assumptions that have had their time

What does this mean for leadership and change?

Chapter 2 - Complexity, straightforwardly

This chapter offers a straightforward view of key concepts from complexity theory by relating them to real-world organisational challenges facing leaders:

Help! Complexity is complex. Can we just simplify things? (Entanglement)

Avoiding nasty surprises. Your key leadership dilemma (Uncertainty)

Haven't we been here before? The illusion of stability (Patterning)

Let us turn back the clock! Why complexity is a one-way street (Emergence)

What does this mean for leadership and change?

Chapter 3 - Leading in the midst of change

This chapter positions leaders in the midst of change and explores their leadership potency:

Yes, it does matter what you say and do

You've got to be in it to change it

Why change is every leader's job

Making sense of the Dynamic Patterning of change

What does this mean for leadership and change?

PART 2 - Tools & techniques for leadership and change

PART 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.

Chapter 4 - Applying complexity thinking

Why how we think about what we do matters a lot:

Better to be roughly right, than precisely wrong

Plausibility

Provisionality

Experimentation

Questions, not answers

Chapter 5 - Noticing weak signals

It all starts with noticing:

For the want of a horseshoe nail

The power of small, human-scale data

Slowing down thinking

We each see part of the picture

Noticing at multiple levels

Chapter 6 - Spotting the vital signs of change

New tools for noticing:

Events and why they matter

Changing patterns of relations

Changing patterns of attention

Changing patterns of emotion

Taking a systematic approach

Chapter 7 - 'Catching reality in flight'

Making sense of what is changing as it is changing:

Emerging issues and opportunities

Patterns, meta-patterns and false patterns

Paradoxical thinking - both/and

Power of other perspectives

Provisionality, again

Chapter 8 - Informing your leadership responses

Applying informed leadership:

What you say and do matters

Cues and signals

Managing the stage

Unintended consequences

Keep on keeping on

PART 3 - Leadership and change practice

PART 3 explores the practice and practices of leadership and change.

Chapter 9 - It starts with you

Leadership is personal:

Self-as-instrument - what it means and why it matters

Reflex, reflection and reflexivity

Responsible leadership

Ethical practice

Authentic leadership

Chapter 10 - Practices of leadership in complexity and change

Putting the thinking into practice. How practitioners are doing it:

Managing energy

Collaborative leadership

The art and science of nudging

Managing the stage