Change. by Simon Powers
I am writing this book chapter by chapter and releasing them periodically on Medium. I have an outline for the book, but I am reserving the right to change it as I go along!!
The word change can be a verb or a noun. It can also be an instruction or demand. Each of these meanings of the word is relevant for the book.
The book has a full stop after the word. This is deliberate.
This is not set in stone. My best guess so far is:
The introduction gives an explanation of why I have written this book.
- The basics of agility
Provides an alternative view of agility through the eyes of the mindset and the agile onion.
- Defining attributes of exceptional organisations
Building upon the basics of agility, this chapter covers the key attributes of what makes organisations successful.
- A 600-year adventure
A story about the history of change and what the key ingredients are for a major shift in organisational redesign. This is why agility is happening now.
- The AWA Playbook
A high-level walkthrough of the AWA playbook. Moving from the narrative of the 600-year story to the practice of how we can make use of this in our organisations now.
Leadership is the largest lever we have to enable change. We always start with the leadership team.
- Defining the scope of the change: Building Real Teams
Untangling dependencies and uncovering human systems. Who will be affected by the change?
Using ethics as heuristics to guide us to the best holistic outcomes. Ethics are our constraints and attractors in the complexity of human systems.
- Decision making
This is a rather special chapter in that I have recorded it in a series of 5-minute videos.
Part 1: Deciding as a system not as individuals
Part 2: How to facilitate group decision-making
Part 3: Creating a safe space, equality, and diversity
Part 4: Helping others see the need for safety
Part 5: Creating purpose, enabling constraints and inviting the right people
Part 6: Coming soon…
- Professional Coaching
Explore the role that Professional Coaching plays in organisational change
- Systems Thinking and Systems Coaching
Thinking in circles takes on a different meaning when considering systems. There is so much we can’t see that trips us up, and this chapter helps us to see more clearly so we trip up less often.
The nature of emergence requires us to try things and see what difference they make. We call these experiments, but they are very different that scientific experiments. This chapter explains how the core engine of change is the experiment and what experiments are.