{"product_id":"visual-consulting-9781119375340","title":"Visual Consulting","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eVisualizationin your own imagination, on the wall, and with mediasupports any consultant who is learning to design and facilitate transformational change, leadership development, stakeholder involvement processes, and making sense of complex challenges. This book, from leaders in the field, shows you how. Building on Peter Block's \u003ci\u003eFlawless Consulting\u003c\/i\u003e, it explains how to visually contract and scope work, gather data, provide feedback, plan interventions, implement, and support on-going sustainability in organizational and community settings.\u003c\/p\u003e \u003cp\u003eUnlike Block's work, \u003ci\u003eVisual Consulting\u003c\/i\u003e addresses the challenging problems of guiding organizational and social change processes that involve multiple levels and types of stakeholders, with interests in both local and global environments. It demonstrates how visualization and design thinking can be used to get more creative and productive results that are owned by everyone. The practices described apply to organizational as we\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003ePart I. Imagining Visual Consulting\u003c\/b\u003e\u003cbr\u003eJumping Into the Flow\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. The Potential of Visual Consulting 3\u003c\/b\u003e\u003cbr\u003eIntegrating Methods to get Results\u003cbr\u003eBringing Together the Fields of Visual Facilitation, Dialogue \u0026amp; Change\/ Best Practices from the California Roundtable on Water \u0026amp; Food Supply\/ Getting Started at UC Merced\/ Ways to Begin Developing Skills.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. What Kind of Consultant Are You? 15\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eA Collaborative Engagement Framework\u003cbr\u003e Types of Change\/ Are You an Expert, Pair-of-Hands, or Process Consultant?\/ What is Elevation \u0026amp; Subordination?\/ Visual Consulting at UC Merced\/ Testing Respectful Engagement at the Organization Development Conference\/ Traps \u0026amp; m Shadow Sides\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Capabilities You’ll Need 33\u003c\/b\u003e\u003cbr\u003e Focus on the Fundamentals\u003cbr\u003e The Four Flows of Process—Attention, Energy, Information \u0026amp; Operations\/ Use of Self\/ Visualization Capabilities Needing Attention\/ Practices for Dialogue, Visualization, Change \u0026amp; Use of Self\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II. Visualizing Change\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eHelping Clients Look Ahead\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Finding \u0026amp; Contracting Clients 53\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eSucceeding at Initial Meetings\u003cbr\u003e Starting 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 \u0026amp; Proposals\/ Visual Consulting Practices\/ Drafting Roadmaps\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Basic Patterns of Change 73\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eNavigating Between Old \u0026amp; New\u003cbr\u003e Research 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Seven Challenges of Change 91\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eSeeing Repeating Patterns\u003cbr\u003e Integrating 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III. Visual Consulting Practices \u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eResponding to Change Challenges (CC)\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7.\u003c\/b\u003e\u003cb\u003eActivating Awareness 103\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eRecognizing the Need to Change\u003cbr\u003e Assessing Where You Are in Change\/ What is Change Management?\/ Working Consciously with Metaphors\/ Mapping Your Change Challenge\/ Inner Process Dynamics of Surprise, Numbness, Hope \u0026amp; Preparedness \/ Outer Structures—1. Scan for System Needs\/ 2. Map Drivers of Change\/ 3. Identify Stakeholders\/ 4. Interview for Discovery\/ 5. Understand \u0026amp; Cultivate Readiness\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. \u003c\/b\u003e\u003cb\u003eEngaging Leaders of Change 121\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eThe Role of Process Design Teams\u003cbr\u003e Facing Uncertainty, Fear \u0026amp; 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 \u0026amp; Pace\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. \u003c\/b\u003e\u003cb\u003eCreating \u0026amp; Sharing Opportunities 141\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eDesigning Approaches, Strategy \u0026amp; Visions\u003cbr\u003e Attending to Assumptions, Resistance, Empathizing, Imagining Possibilities\/ Dialogic OD Examples\/ Design Thinking\/ Outer Structures—1. Refine a Case for Change\/ 2. Clarify Approach \u0026amp; Theory of Change—Levels of Intervention Systemic Analysis\/ 3. Create a Strong Container\/ 4. Visualizing Possibilities, Visions, \u0026amp; Scenarios.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10.\u003c\/b\u003e\u003cb\u003eStepping Into a New Shared Vision 169\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eCommitting to Real Change\u003cbr\u003e Reconnecting with Purpose, Holding Complexity, Crossing the Threshold \u0026amp; Letting Go-Letting Come\/ Non-objective Aspects of Visioning\/ Outer Structures —1. Generate New Images \u0026amp; UC Merced Visioning\/ 2. Make Tough Decisions \u0026amp; The DLR Group\/ 3.Invite Explicit Commitment\/ 4. Identify Initiatives, \u0026amp; The Cal Poly Case\/ 5. Determine Resources.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11.\u003c\/b\u003e\u003cb\u003eEmpowering Visible Action 195\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eInvolving New Leaders\u003cbr\u003e Time for a Baton Pass?\/ Supporting Emergence\/ Learning From New Experience\/ Taking Enough Time\/ Outer Structures—1. Communicate \u0026amp; Visualize Early Wins \u0026amp; College of Business Administration Case\/ 2. Sustain a Clear Rhythm \u0026amp; the RE-AMP Case\/ Support New Leaders \u0026amp; Work Groups\/ 4. Build Capacity \u0026amp; Large Scale Visioning\/ 5. Facilitate Learning Processes.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12.\u003c\/b\u003e\u003cb\u003eIntegrating Systemic Change 211\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eTake On New Processes \u0026amp; Behavior\u003cbr\u003e The Icberg Model of Systems\/ Persisting Courageously\/ Clearing Old Habits\/ Nurturing New Patterns\/ Outer Structures—1. Amplify Success\/ 2. Clear Blocks\/ 3. Redesign Processes \u0026amp; Otis Spunkmeyer ERP\/ 4. Incent New Behavior \u0026amp; Evolve New Rituals.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13.\u003c\/b\u003e\u003cb\u003eSustaining Long-Term 225\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eEvolving a New Culture\u003cbr\u003e 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 \u0026amp; The Challenge of New Methods\/ \/Celebrate Completions\/ Invest in Renewal\/ Maintain \u0026amp; Refine\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV. Expanding Your Resources\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003eContinuing the Journey\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14. Towards Mastery 243\u003c\/b\u003e\u003cb\u003e\u003cbr\u003e \u003c\/b\u003ePurpose, Practice \u0026amp; Passion\u003cbr\u003e Work with Purpose \u0026amp; 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 \u0026amp; Exchange Network (GLEN)\u003c\/p\u003e \u003cp\u003eAppendix 253\u003c\/p\u003e \u003cp\u003eArthur M. Young’s Theory of Process 254\u003c\/p\u003e \u003cp\u003eBibliography 255\u003c\/p\u003e \u003cp\u003eIndex 263\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407041044823,"sku":"9781119375340","price":23.2,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119375340.jpg?v=1730497972","url":"https:\/\/bookcurl.com\/products\/visual-consulting-9781119375340","provider":"Book Curl","version":"1.0","type":"link"}