目次

Part I. Imagining Visual ConsultingJumping Into the Flow 1. The Potential of Visual ConsultingIntegrating Methods to get ResultsBringing Together the Fields of Visual Facilitation, Dialogue & Change/ Best Practices from the California Roundtable on Water & Food Supply/ Getting Started at UC Merced/ Ways to Begin Developing Skills. 2. What Kind of Consultant Are You?A Collaborative Engagement FrameworkTypes 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 NeedFocus on the FundamentalsThe Four Flows of Process—Attention, Energy, Information & Operations/ Use of Self/ Visualization Capabilities Needing Attention/ Practices for Dialogue, Visualization, Change & Use of Self Part II. Visualizing ChangeHelping Clients Look Ahead 4. Finding & Contracting ClientsSucceeding at Initial MeetingsStarting a Project at UC Merced/ Using Visuals to Demonstrate Competency/ Mapping the Challenge/ Creating Value Propositions/ Finding Clients/ Initial Client Meetings/ Questions to Ask/ Contracting & Proposals/ Visual Consulting Practices/ Drafting Roadmaps 5. Basic Patterns of ChangeNavigating Between Old & NewResearch on Change/ Identifying your Changes/Traditional Rites of Passages/ Liminal Pathways Framework/ Phases of Change–Separation, Liminality, Integration/ Roles–Persons in Transition, Change Agent, Communitas, Community/ Becoming Masters of Change. 6. Seven Challenges of ChangeSeeing Repeating PatternsIntegrating Liminal Pathways and The Grove Model of Change/ The Seven Challenges of Change/ Looking at Visual Models/ Mapping to the Four Flows/ Visualizing Nesting/ The Full Framework. 7. CC1Activating AwarenessRecognizing the Need to ChangeAssessing Where You Are in Change/ What is Change Management?/ Working Consciously with Metaphors/ Mapping Your Change Challenge/ Inner Process Dynamics of Surprise, Numbness, Hope & Preparedness / Outer Structures—1. Scan for System Needs/ 2. Map Drivers of Change/ 3. Identify Stakeholders/ 4. Interview for Discovery/ 5. Understand & Cultivate Readiness 8. CC2 Engaging Leaders of ChangeThe Role of Process Design TeamsFacing Uncertainty, Fear & Feelings/ UC Merced Case/ Outer Structures—1. Recruiting a Process Design Team/ 2. Contract with Leaders/ 3.Create a Safe Environment for Exploration/Initiate a Collaboration Backbone, Roadmaps/ 5. Set Patterns & Pace 9. CC3 Creating & Sharing OpportunitiesDesigning Approaches, Strategy & VisionsAttending to Assumptions, Resistance, Empathizing, Imagining Possibilities/ Dialogic OD Examples/ Design Thinking/ Outer Structures—1. Refine a Case for Change/ 2. Clarify Approach & Theory of Change—Levels of Intervention Systemic Analysis/ 3. Create a Strong Container/ 4. Visualizing Possibilities, Visions, & Scenarios. Part III. Visual Consulting PracticesResponding to Change Challenges (CC) 10. CC4 Stepping Into a New Shared VisionCommitting to Real ChangeReconnecting with Purpose, Holding Complexity, Crossing the Threshold & Letting Go–Letting Come/ Non–objective Aspects of Visioning/ Outer Structures —1. Generate New Images & UC Merced Visioning/ 2. Make Tough Decisions & The DLR Group/ 3.Invite Explicit Commitment/ 4. Identify Initiatives, & The Cal Poly Case/ 5. Determine Resources. 11. CC5 Empowering Visible ActionInvolving New LeadersTime for a Baton Pass?/ Supporting Emergence/ Learning From New Experience/ Taking Enough Time/ Outer Structures—1. Communicate & Visualize Early Wins & College of Business Administration Case/ 2. Sustain a Clear Rhythm & the RE–AMP Case/ Support New Leaders & Work Groups/ 4. Build Capacity & Large Scale Visioning/ 5. Facilitate Learning Processes. 12. CC6 Integrating Systemic ChangeTake On New Processes & BehaviorThe Icberg Model of Systems/ Persisting Courageously/ Clearing 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–TermEvolving a New CultureA 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 Part IV. Expanding Your ResourcesContinuing the Journey 14. Towards MasteryPurpose, Practice & PassionWork with Purpose & Intent/ Visual Practice is Growing/ Visual Consulting as a Path to Integrated Practice/ Combining Fields as a Path to Mastery/ Places to Start/Start with Little Things/ Recognizing Crucibles/ Evolving New Cultures in Europe/ The Global Learning & Exchange Network (GLEN) Appendix Arthur M. Young’s Theory of Process Bibliography Index