Transition Leadership: Navigating the Complexities of Organisational Change

by Catherine Hayes

Overview

Integrating practitioner research with Buddhist philosophy, business and clinical psychology, this book provides a new perspective on leading change in organisations, supporting leaders and change professionals with insight into useful practices for today’s business environment. It identifies the unseen and overlooked complexities of the transition space, helping leaders to recognize patterns in their own leadership practices.

This volume includes approaches for working at the intersection of complexity and ambiguity, and discusses how different mindsets impact behavior and outcomes which may get in the way of change agendas. It focuses on approaches for navigating the challenges of organisational transitions, while developing sustainable transition capabilities and practices

A comprehensive new framework for understanding and shaping business management, Transition Leadership is a valuable resource for students and researches of business practices, work psychology, and transition and change, as well as current and future business and organizational leaders.

Product Details

ISBN-13:	9783030427863
Publisher:	Springer International Publishing
Publication date:	05/16/2020
Edition description:	1st ed. 2020
Pages:	167
Product dimensions:	6.10(w) x 9.25(h) x (d)

About the Author

Catherine Hayes is an Organisation Development, Culture Transformation and Transition Leadership specialist. With 30 years of improving operational and business performance through, systemic problem solving, designing, leading and facilitating organisation-wide transformation programmes. Following two Executive Organisation Development roles in the Financial Services, Catherine transitioned into consulting in 2007, where she has worked across a broad range of industry sectors.

Working in partnership with CEO’s, Boards and Executive teams, Catherine supports organisations to understand and navigate complex, development and transformation challenges to deliver tangible results. Catherine’s passion and vocational purpose is supporting leaders and their organisations to embed Transition Leadership capabilities into their operational functioning. Enabling leaders to utilise and replicate factors of success to enhance organisational effectiveness and create sustainable operational and business performance.

Combining her practice and applied research with Buddhist philosophy, business and clinical psychology, Catherine has created transition diagnostic analytics and tools that support insight into the complex operational functioning of organisations. She utilises her transition leadership methodology and development approach to enable leaders and their workforces to acquire transition capabilities while implementing their transformation agendas. She also runs the Transition Leadership Series for Executive MBA’s at Cass Business School.

Table of Contents

Chapter 1 Introduction

An Integrated Approach

Invitation for Readers

Part I - Insights into Transitions

Chapter 2 Transition Perspectives

Transition Blindness

Transitions – We Don’t Know What We Don’t Know

Impermanence Versus Our Western Mind-Set

Working With Transitions

Summary

An Invitation For Self-Inquiry

Notes & References

Study Tip

Chapter 3 Territories of Transitions

A Shift In Perspective

Tibetan Bardos

The Impact of Transitions

Honouring Complexity

The Transition Cycle

Case Study 3.1 Individual – James’s Shift in Perspective

Case Study 3.2 Team – Ending Known Project Practices

Case Study 3.3 Organisation – Creating New Operational Functioning

Exploring Edges

Summary

An Invitation For Self-Inquiry

Notes & References

Chapter 4 The Impact of Transitions

Ambiguity Anxiety

Case Study 4.1 Organisation – Moving Towards Safety in Silos

Case Study 4.2 Team - Moving Against Dysfunction

Case Study 4.3 Individual – Move Away From Risk

Why Is Ambiguity Challenging?

Working With Ambiguity

Case Study 4.4 Expressing Feelings in Community Services

Case Study 4.5 Forms of Engagement in Retail Change Team

Case Study 4.6 Conditioned Perceptions of Tom

Organisational Politics

Summary

An Invitation For Self-Inquiry

Notes & References

Part II – Transition Leadership

Chapter 5 Self-Insight

Contextual Transitions of Leadership Practices

Core Capabilities

Case Study 5.1 Cath’s Evolving Capability Journey

Core Capabilities & Ambiguity

Aligning Capabilities With Business Requirements

Case Study 5.2 Ralf’s Offshore Challenge

Capability Mapping

Summary

An Invitation For Self-Inquiry

Notes & References

Chapter 6 Team Transitions

Stages of Team Development

Flexibility of Leadership Styles

Case Study 6.1 Stuck in Stage 1

Case Study 6.2 Transitioning From Directive to Consultative

Case Study 6.3 Transitioning From Consultative to Participatory

Case Study 6.4 Transitioning From Participatory to Democratic

Case Study 6.5 Transitioning From Democratic to Directive

Conflict-Handling Approaches

Summary

An Invitation For Self-Inquiry

Notes & References

Chapter 7 Creating Supportive Environments

Distribution of Power

Complexity & Ambiguity = Fear or Potential

Case Study 7.1 Revenue Generating Approaches

Holding Discomfort & Concern

Case Study 7.2 Cath’s Primary Professional Needs

Creating Supportive Holding Environments

Case Study 7.3 The Anguish of Andy

Case Study 7.4 Executive Team Anxiety

Summary

An Invitation For Self-Inquiry

Notes & References

Chapter 8 Transition Practices

Clarifying Purpose

Systemic Integration

Understanding Operational Functioning

Case Study 8.1 A New Client Relationship Management Approach

Transition Strategies

Case Study 8.2 CRM Programme Transitional Insights

Transition Leadership Approaches

Case Study 8.3 CRM Core Capabilities

Case Study 8.4 CRM Start Up Transition Team

Case Study 8.5 CRM Programme Pilots

Transition Mapping

Case Study 8.6 CRM Progress Tracking

Case Study 8.7 Retail Sales Division Transition Mapping

Summary

An Invitation For Self-Inquiry

Notes & References

Part III – Transition Inquiry Practices

Chapter 9 Inquiry In Organisations

Recognising & Understanding Patterns

Inquiry Perspectives

Inquiry Ethics

Inquiry Approaches

Case Study 9.1 Revenue Generation Inquiry

Inquiry Methods

Case Study 9.2 Revenue Generation Non-Directive Interviews

Case Study 9.3 Revenue Generation Semi-structured Interviews

Case Study 9.4 Revenue Generation Focused Interviews

Case Study 9.5 Revenue Generation Behavioural Event Interviews

Case Study 9.6 Revenue Generation Focus Groups

Case Study 9.7 Revenue Generation Observations

Case Study 9.8 Revenue Generation Online Survey

Data Collection & Validation

Case Study 9.9 Revenue Generation Language Patterns

Case Study 9.10 Revenue Generation Summary of Findings

Summary

An Invitation for Self-Inquiry

Notes & References

Study Tip

Chapter 10 Conducting Self-Inquiry

In-Time Inquiry

Case Study 10.1 Stage 1 - A Relationship With Writing

Case Study 10.2 Stage 2 – Relationship With Writing

Case Study 10.3 Stage 3 – Relationship With Writing

Embodied Inquiry

Case Study 10.4 Knowing The Relationship With Writing

Case Study 10.5 Needy, Rejecting & Central-Self Examples

Case Study 10.6 Transforming a Relationship With Writing

Diagnostics

Summary

An Invitation for Self-Inquiry

Notes & References