{"id":3789,"date":"2011-07-15T21:49:26","date_gmt":"2011-07-16T02:49:26","guid":{"rendered":"https:\/\/meganstrange.com\/?p=3789"},"modified":"2011-07-15T21:49:26","modified_gmt":"2011-07-16T02:49:26","slug":"book-review-sustaining-change","status":"publish","type":"post","link":"https:\/\/meganstrange.com\/?p=3789","title":{"rendered":"Book Review: Sustaining Change"},"content":{"rendered":"<p><a rel=\"attachment wp-att-3790\" href=\"https:\/\/meganstrange.com\/?attachment_id=3790\" target=\"_blank\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-3790\" title=\"34927600\" src=\"https:\/\/meganstrange.com\/wp-content\/uploads\/2011\/07\/34927600.png\" alt=\"\" width=\"206\" height=\"265\" \/><\/a><\/p>\n<p><span style=\"font-size: medium;\">I just finished reading <a href=\"http:\/\/www.amazon.com\/Sustaining-Change-Leadership-Works-ebook\/dp\/B002NT3BLG\/ref=sr_1_2?ie=UTF8&amp;qid=1310781104&amp;sr=8-2\" target=\"_blank\"><em>Sustaining Change: Leadership that Works<\/em><\/a> by Deborah Rowland and Malcolm Higgs. \u00a0I appreciate my colleague <a href=\"http:\/\/twitter.com\/Bmosbacker\" target=\"_blank\">Dr. Barrett Mosbacker<\/a> loaning it to me. \u00a0I believe that the new lending program through Amazon Kindle will allow me to grow as a leader by reading books that I might not otherwise have picked up on my own.<\/span><\/p>\n<p><span style=\"font-size: medium;\"><em>Sustaining Change <\/em>is written for leaders who truly have a desire to lead an organization through a necessary change. \u00a0This is also particularly for leaders that desire to create a culture that is open to change as needed in order to run hard after the vision of the organization. \u00a0This book has a lot of statistics that are interesting to consider. \u00a0I appreciate the way the authors addressed different styles of leadership and how to take that into consideration as you evaluate the steps for change in your organization.<\/span><\/p>\n<p><span style=\"font-size: small;\"><span style=\"font-size: medium;\"><span style=\"line-height: 24px;\">Below I have listed some notes that I highlighted while reading&#8230;<\/span><\/span><\/span><\/p>\n<ul>\n<li><span style=\"font-size: small; line-height: 19px;\">A key finding emerged from the early days of our inquiry: leaders who see change as an ongoing process that occurs naturally around them all the time, when compared to leaders who see change as a one off event, a think to be managed, or a program with a beginning and end, were more likely to be successful in realizing the desired change outcomes.<\/span><\/li>\n<li><span style=\"font-size: x-small; line-height: 19px;\"> <\/span><span style=\"font-size: small; line-height: 19px;\">When we dug deeper into the findings, what struck us was that it seemed to matter how leaders were leading the change &#8211; in fact what leaders did was the single biggest reason explaining why some changes we studied were successful, and others were not.<\/span><\/li>\n<li><span style=\"font-size: small; line-height: 19px;\"> <\/span><span style=\"font-size: small;\">It has been said that \u2032we move in the direction of the questions we ask\u2032 (Margaret Wheatley).<\/span><\/li>\n<li><span style=\"font-size: small;\">Just by trying to change how other people function, without acknowledging, inquiring into, and trying to adjust the fundamental reason why they function that way in the first place, will only produce patchy and half hearted results. It will work against the grain and fail to harness the creative energy within people to move in to a different future.<\/span><\/li>\n<li><span style=\"font-size: small;\">The predominant assumption behind the Directive change approach is, \u2032I can manage change\u2032.<\/span><\/li>\n<li><span style=\"font-size: small;\">The predominant assumption behind the Self Assembly change approach is \u2032launch enough initiatives and something will stick\u2032.<\/span><\/li>\n<li><span style=\"font-size: small;\">The predominant assumption behind this change approach is, \u2032trust your people to solve things with you\u2032.<\/span><\/li>\n<li><span style=\"font-size: small;\">The predominant assumption behind the Emergent change approach is, \u2032I can only create the conditions for change to happen\u2032.<\/span><\/li>\n<li><span style=\"font-size: small;\">Adopting a change approach that assumes complexity is more likely to bring success than the simplistic approaches.<\/span><\/li>\n<li><span style=\"font-size: small;\">The Master change approach is strongly related to success in ongoing, longer term change.<\/span><\/li>\n<li><span style=\"font-size: small;\">If leaders do not reflect on and pay attention to their own leadership behaviour they could reduce their chances of successfully implementing high magnitude change by a half.<\/span><\/li>\n<li><span style=\"font-size: small;\">Leadership behaviours that centre on the position, role and power of the leader and their abilities &#8211; in other words the Shaping leadership factor &#8211; do not appear to be related to successful change. Indeed, such behaviours are related to change failure.<\/span><\/li>\n<li><span style=\"font-size: small;\">Framing leadership alone accounts for over half the reason why high magnitude change succeeds.<\/span><\/li>\n<li><span style=\"font-size: small;\">In short term change Framing leadership is the most effective leadership practice.<\/span><\/li>\n<li><span style=\"font-size: small;\">In longer term change, and where the change is ongoing, Creating Capacity leadership is related to success.<\/span><\/li>\n<li><span style=\"font-size: small;\">The successful leadership of change seemed to be about leading in the moment. The power of the present was all important.<\/span><\/li>\n<li><span style=\"font-size: small;\">Connects with others at an emotional level, embodies the future intent of the organization.<\/span><\/li>\n<li><span style=\"font-size: small;\">Tunes into the day to day reality of the organisation, sees themes and patterns at local level that connect to a wider story, and from this creates a collective story for the whole organization.<\/span><\/li>\n<li><span style=\"font-size: small;\">Uses the collective story to set the context for the change and weaves the story into the life of the organisation so that every decision and action makes sense.<\/span><\/li>\n<li><span style=\"font-size: small;\">Stays constant when the going gets tough; does not withdraw from the difficulty; keeps people\u2032s \u2032hands in the fire\u2032.<\/span><\/li>\n<li><span style=\"font-size: small;\">Makes it safe to say risky things and have the \u2032hard to have\u2032 conversations through empathy and high quality dialogue skills.<\/span><\/li>\n<li><span style=\"font-size: small;\">Creates alignment at the top and builds networks of relationships that stay in tune with the system and can channel the change.<\/span><\/li>\n<li><span style=\"font-size: small;\">Understands what is happening in the moment and breaks established patterns and structures in ways that create movement in the \u2032here and now\u2032<\/span><\/li>\n<li><span style=\"font-size: small;\">Powerfully inquires into ripe systemic issues to enable deep change to happen.<\/span><\/li>\n<li><span style=\"font-size: small; line-height: 19px;\">Extremely self aware and conscious of how to use their presence in a change process.<\/span><\/li>\n<li><span style=\"font-size: small; line-height: 19px;\">Able to work in the moment, staying attentive, expectant, and available to work with what arises.<\/span><\/li>\n<li><span style=\"font-size: small; line-height: 19px;\">Authenticity springs from your intention &#8211; and this can also affect your impact on others.<\/span><\/li>\n<\/ul>\n<div id=\"_mcePaste\"><span style=\"font-size: medium;\"><span style=\"line-height: 24px;\"><span style=\"font-size: small;\"><span style=\"line-height: 19px;\"><\/p>\n<div id=\"_mcePaste\"><\/div>\n<p><\/span><\/span><\/span><\/span><\/div>\n","protected":false},"excerpt":{"rendered":"<p>I just finished reading Sustaining Change: Leadership that Works by Deborah Rowland and Malcolm Higgs. \u00a0I appreciate my colleague Dr. Barrett Mosbacker loaning it to me. \u00a0I believe that the new lending program through Amazon Kindle will allow me to grow as a leader by reading books that I might not otherwise have picked up [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[14,17],"tags":[],"class_list":["post-3789","post","type-post","status-publish","format-standard","hentry","category-book-review","category-leadership"],"jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/meganstrange.com\/index.php?rest_route=\/wp\/v2\/posts\/3789","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/meganstrange.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/meganstrange.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/meganstrange.com\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/meganstrange.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=3789"}],"version-history":[{"count":0,"href":"https:\/\/meganstrange.com\/index.php?rest_route=\/wp\/v2\/posts\/3789\/revisions"}],"wp:attachment":[{"href":"https:\/\/meganstrange.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=3789"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/meganstrange.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=3789"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/meganstrange.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=3789"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}