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VISUAL CONSULTING iv
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Contents Part I. Imagining Visual Consulting Jumping Into the Flow
1. The Potential of Visual Consulting 1
Integrating Methods to get Results Bringing Together the Fields of Visual Facilitation, Dialogue & Change/ Best Practices from the California Roundtable on LET’S START WITH BASICS Water & Food Supply/ Getting Started at UC Merced/ Ways AND THEN PROGRESS, to Begin Developing Skills. BRINGING IT TO LIFE THEY’LL NEED TO BRING WITH STORIES THEIR OWN EXPERIENCE IN 2. What Kind of Consultant Are You? AS CONTEXT WHILE THEY 15 A Collaborative Engagement Framework ARE READING 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 51
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
Introduction vii
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Part II. Part III. Visualizing Change Visual Consulting Practices Helping Clients Look Ahead Responding to Change Challenges (CC)
Succeeding at Initial Meetings Recognizing the Need to Change Starting a Project at UC Merced/ Using Visuals to Assessing Where You Are in Change/ What is Change Demonstrate Competency/ Mapping the Challenge/ Management?/ Working Consciously with Metaphors/ Mapping Creating Value Propositions/ Finding Clients/ Initial Your Change Challenge/ Inner Process Dynamics of Surprise, Client Meetings/ Questions to Ask/ Contracting Numbness, Hope & Preparedness / Outer Structures—1. Scan for & Proposals/ Visual Consulting Practices/ Drafting System Needs/ 2. Map Drivers of Change/ 3. Identify Stakeholders/ Roadmaps 4. Interview for Discovery/ 5. Understand & Cultivate Readiness
5. Basic Patterns of Change 73 8. CC2 Engaging Leaders of Change 121
Navigating Between Old & New The Role of Process Design Teams Research on Change/ Identifying your Changes/ Facing Uncertainty, Fear & Feelings/ UC Merced Case/ Outer Traditional Rites of Passages/ Liminal Pathways Structures—1. Recruiting a Process Design Team/ 2. Contract with Framework/ Phases of Change–Separation, Leaders/ 3.Create a Safe Environment for Exploration/ Initiate a Liminality, Integration/ Roles–Persons in Transition, Collaboration Backbone, Roadmaps/ 5. Set Patterns & Pace Change Agent, Communitas, Community/ Becoming Masters of Change. 9. CC3 Creating & Sharing Opportunities 141 Designing Approaches, Strategy & Visions 6. Seven Challenges of Change 91 Attending to Assumptions, Resistance, Empathizing, Imagining Seeing Repeating Patterns Possibilities/ Dialogic OD Examples/ Design Thinking/ Outer Structures—1. Refine a Case for Change/ 2. Clarify Approach & Integrating Liminal Pathways and The Grove Model Theory of Change—Levels of Intervention Systemic Analysis/ 3. of Change/ The Seven Challenges of Change/ Create a Strong Container/ 4. Visualizing Possibilities, Visions, & Looking at Visual Models/ Mapping to the Four Scenarios. Flows/ Visualizing Nesting/ The Full Framework.
VISUAL CONSULTING viii
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10. CC4 Stepping Into a New Shared Vision 169 Part IV. Committing to Real Change Reconnecting with Purpose, Holding Complexity, Crossing the Expanding Your Resources Threshold & Letting Go-Letting Come/ Non-objective Aspects of Visioning/ Outer Structures —1. Generate New Images & UC Continuing the Journey Merced Visioning/ 2. Make Tough Decisions & The DLR Group/ 3.Invite Explicit Commitment/ 4. Identify Initiatives, & The Cal Poly Case/ 5. Determine Resources . 14.Towards Mastery 241 Purpose, Practice & Passion 11. CC5 Empowering Visible Action 195 Involving New Leaders Work with Purpose & Intent/ Visual Practice is Growing/ Visual Consulting as a Path to Integrated Practice/ Time for a Baton Pass?/ Supporting Emergence/ Learning Combining Fields as a Path to Mastery/ Places to Start/ From New Experience/ Taking Enough Time/ Outer Start with Little Things/ Recognizing Crucibles/ Evolving Structures—1. Communicate & Visualize Early Wins & New Cultures in Europe/ The Global Learning & College of Business Administration Case/ 2. Sustain a Clear Exchange Network (GLEN) Rhythm & the RE-AMP Case/ Support New Leaders & Work Groups/ 4. Build Capacity & Large Scale Visioning/ 5. Appendix 253 Facilitate Learning Processes. Arthur M. Young’s Theory of Process 12. CC6 Integrating Systemic Change 211 Bibliography 265 Take On New Processes & Behavior The Icberg Model of Systems/ Persisting Courageously/ Clearing Index 275 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 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
Introduction ix
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(Ritus Et Artes, 7) Wojtek Jezierski, Lars Hermanson, Hans Jacob Orning, Thomas Småberg - Rituals, Performatives, and Political Order in Northern Europe, C. 650-1350-Brepols (2015)