Leading Change While Loving People: Change Management Insights from the Non-profit Sector

Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Introduction: Change the Way You Lead Change
	How Did I Arrive at This Conviction?
	What We Know—Current Research and Practice
		Gaps in Research
		Gaps in Practice
	What We Need—New Research and Practice
		Research Sample
	Why Language Is Important
		Change Agent Leadership
		Social Change
		Social Innovation
		Social Capital
		Collective Impact
		Non-profit Social Change Organization
		Community
	Themes and Dimensions
	Audience
	One Final Note
	Notes
	References
Chapter 1: Context: The Who, Why, and Where of Change Leaders
	Personal Context
		The Soil of Upbringing
		The Soil of Faith
		The Soil of Pivotal Experiences
		The Soil of Unintentional Transition
		The Soil of Education
		The Soil of Discontent
		The Soil of Invitation
	Public Context
	Notes
	References
Chapter 2: Setting the Table: A Conversation with Change Scholars
	Social Entrepreneurship and Intrapreneurship
	Dialogic Change and Dialogic OD
	Dialogue, Social Change, and Collective Impact
	Collaborative Social Networks
	Social Learning and Social Change
	Conclusion
	Notes
	References
Chapter 3: Discernment: A Change Leader\'s Superpower
	Discerning the Change Landscape
		Two Common Beliefs
			Change Is Possible
			Change Is Already in Motion
		Sub-theme: Discernment of Self
		Sub-theme: Discernment of Contextually Nuanced Layers of Change
	References
Chapter 4: A People-Centric Approach to Catalyzing Urgency for Change
	Theme 1: Develop Relationships of Trust
	Theme 2: Disrupt the Current Narrative
	Theme 3: Design the Organization for Change
Chapter 5: A People-Centric Approach to Connecting Others to Change
	Theme 1: Cultivate Multivocality
	Theme 2: Co-Construct Relational Bridges
	Theme 3: Center Community-Driven Dreams
	Theme 4: Create Avenues for Inspiration
Chapter 6: A People-Centric Approach to Continuing Momentum for Change
	Theme 1: Seek Teamwork
	Theme 2: Surrender Control
	Theme 3: Shape Cultural Practices within Organization
	Theme 4: Steward Care and Development of Others
Chapter 7: The People, Process, and Purpose of Change
	Dimension 1: People—Relationships for Change
	Dimension 2: Process—Communicating for Change
	Dimension 3: Purpose—The Change Mission
	References
Chapter 8: Practical Suggestions to Change the Way You Lead Change
	Implications of the Research
	Suggestions for Non-profit Sector Leaders
		Re-Learn by Asking Questions and Listening
		Plan Touchpoints with Stakeholders
		Reconsider Hiring Tactics
		Engage Elephants in Dialogue
	Suggestions for For-Profit Sector Leaders
		Partner with Non-profit Leaders
		Follow the Example of Non-profit Leaders
	Suggestions for Leader Developers
		Create Dialogical Learning Environments
		Connect Classroom Teaching with Off-Campus Opportunities
		Teach Social Change Leadership
	Possibilities for Future Research
	Conclusion
	Note
	References
Chapter 9: Advice to Emerging Non-profit Change Agent Leaders
	Subtheme 1: Have a \"Posture of Humility and Learning\"
	Subtheme 2: Keep \"Eyes Wide Open\"
	Subtheme 3: Embrace Change
	Subtheme 4: Grow in Self-Awareness
	Subtheme 5: Be Your Best Advocate
	Closing Thoughts
Index