Systemic Leadership Learning : Leadership Development in the Era of Complexity.

Intro -- Praise for this book -- Table of Contents -- FOREWORD -- ABOUT THE AUTHOR -- PREFACE -- THE MISSION: AN INTRODUCTION -- 1 ARRESTED DEVELOPMENT -- 1.1 LAW AND DISORDER: QUALITY ASSURANCE LACKS RETURN ON INVESTMENT (ROI) METRICS -- 1.2 BOXED IS BETTER: BOARDS AND EXECUTIVES APPLY CONTROL RATHER THAN ORDER -- 1.3 LEADERS WHO FOLLOW: LEARNING DEMANDS LEADERS -- OPERATIONS DEMAND FOLLOWERS -- 1.4 THE USUAL SUSPECTS: AN ANTIQUATED TABULA RASA APPROACH -- 1.5 ACCIDENTAL TOURIST: LIMITED SYSTEMIC AWARENESS IN DEVELOPMENT PROGRAMMES -- 1.6 GROUNDHOG DAY: HAVEN'T WE LEARNT THIS BEFORE? -- 2 THE THIN RED LINE: METHOD IN THE MADNESS -- 2.1 FIDDLER ON THE ROOF: THE APPROACH -- 2.2 A PERFECT STORM: SEEKING VALIDITY IN A SYSTEM OF CHAOS -- 2.3 IT TAKES A THIEF: FIELD WORK THROUGH PERSONAL EXPERIENCE -- 2.3.1 Learning management -- 2.3.2 Train-spotting: learning facilitation -- 2.3.3 Honour among thieves: consultation on the original idea -- 3 THE BIG IDEA -- 3.1 BETTER TO LIGHT A CANDLE -- 3.1.1 First light: towards working definitions -- 3.1.1.1 Systemic: it is all connected -- 3.1.1.2 Leadership: everybody wants to rule the world -- 3.1.1.3 Learning: eternal sunshine of the spotless mind -- 3.1.1.3.1 Knowledge Transience Map -- 3.1.1.3.2 The mother of invention: Learning and Innovation -- 3.1.1.3.3 Idea Appreciation Continuum -- 3.1.1.4 Systemic Leadership Learning (SLL) -- 4 FOUR WEDDINGS AND A FUNERAL -- 4.1 A FEW GOOD MEN (AND WOMEN): THE LEADER AS SYSTEM -- 4.1.1 Fatal attraction: the Entrenchment Curve -- 4.1.1.1 Stir crazy: the Authority Paradox -- 4.1.1.2 Goodfellas: the responsibility of the leader in SLL -- 4.1.1.3 Learning Outcome Parameters Assessment -- 4.2 THE EMPIRE STRIKES BACK: THE ORGANI-SATION AS SYSTEM -- 4.2.1 Great and mutual expectations -- 4.2.2 Double indemnity: the responsibility of the organisation.

4.2.3 Apocalypse now: the Al-Aima Bridge Effect -- 4.2.4 Dances with wolves: the role of organisational culture -- 4.3 SENSE AND SENSIBILITY: THE LEARNING CONTENT AS SYSTEM -- 4.3.1 The nature of learning content as system -- 4.3.2 Proximity Perception Trap -- 4.3.3 Learning content as system inputs -- 4.4 THE PHANTOM MENACE: THE FACILITATOR AS SYSTEM -- 4.4.1 A rebel without causality: the responsibility of the facilitator -- 4.4.2 Qualitative delivery criteria for facilitation in SLL -- 5 PAINTING A THOUSAND WORDS -- 6 TWISTER -- 7 ANATOMY OF A LEADER AS STUDENT -- 7.1 CLOSE ENCOUNTERS OF THE PREFERRED KIND: THE REALITY OF THE LEADER -- 7.1.1 A room with multiple views: perceptual positions -- 7.1.1.1 A streetcar named: Fear and Desire -- 7.1.1.2 Pride and prejudice: Perception and Reality -- 7.1.1.3 Secrets and lies: Barriers and Enablers -- 7.1.1.4 Prince of tides: Rigidity and Fluidity -- 7.1.1.5 The awful truth: Self-consciousness and Self-awareness -- 7.1.1.6 No country for old ideas: Degree of Change -- 7.2 INDEPENDENCE DAY: THE LEADER'S PERSONAL RESPONSIBILITY -- 7.2.1 Rain Man: a Learning Need Locator -- 7.2.2 From here to eternity: Impact Scope Analysis -- 7.2.3 The sum of all fears: strategic awareness -- 7.2.3.1 Scenario Dependency Matrix -- 7.2.3.2 Lost in translation: customer concerns -- 7.2.4 Field of dreams: operationalisation -- 7.2.4.1 Emphasise -- 7.2.4.2 De-emphasise -- 7.2.4.3 Ignore -- 7.2.4.4 Delete -- 7.3 HORRIBLE BOSSES: LEARNING SYSTEM LEVELS -- 7.4 DANGEROUS LIAISONS: SYSTEM DEPEN-DENCY ANALYSIS -- 7.4.1 Direct and indirect impact -- 7.4.2 Sources of dependency -- 7.4.3 Types of dependency -- 8 ALL THE KING'S MEN -- 9 THE REMAINS OF THE DAY: SLL AS IT MIGHT BE -- 10 REFERENCES -- INDEX.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.