About the authors |
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xvi | |
Foreword |
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xviii | |
Acknowledgements |
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xxi | |
Introduction |
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1 | (8) |
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1.1 Part One: What is provocation and why is it necessary? |
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5 | (1) |
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1.2 Part Two: Provocative capabilities and skills |
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5 | (1) |
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1.3 Part Three: Types of provocation |
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6 | (1) |
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1.4 Part Four: Application--Practicing provocation |
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6 | (1) |
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1.5 Part Five: Risks and lessons of provocation |
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7 | (2) |
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PART 1 What is provocation and why is it necessary? |
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9 | (22) |
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11 | (20) |
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11 | (1) |
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1.2 Perspectives on provocation |
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12 | (1) |
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13 | (1) |
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1.4 Working hard at failure |
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14 | (1) |
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1.5 An affair with the status quo |
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15 | (1) |
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1.6 Signals that provocation is needed |
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16 | (1) |
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1.7 An overview of provocative action |
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17 | (6) |
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17 | (2) |
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1.7.2 Confounding expectations |
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19 | (1) |
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1.7.3 Productive disturbance: Stimulus and reaction |
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19 | (1) |
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1.7.4 Getting over the threshold |
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20 | (1) |
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21 | (1) |
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1.7.6 Intention and impact |
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21 | (1) |
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22 | (1) |
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1.8 Practicing provocation |
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23 | (2) |
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1.8.1 Kick out the ladder |
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23 | (1) |
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23 | (1) |
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1.8.3 The provocative sweet spot |
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24 | (1) |
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1.9 An architecture for provocation |
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25 | (6) |
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1.9.1 Provocative schema: A guide for action |
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27 | (4) |
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PART 2 Provocative capabilities and skills |
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31 | (36) |
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2 Observation, interpretation, and questioning--Foundation skills for provocation |
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33 | (12) |
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34 | (3) |
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2.1.1 Generate data while gaining perspective |
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35 | (1) |
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2.1.2 Levels of attention |
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36 | (1) |
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37 | (2) |
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2.2.1 Everyday interpretation |
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38 | (1) |
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39 | (6) |
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2.3.1 Circular or systemic questions |
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41 | (4) |
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3 Provocative Capabilities |
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45 | (12) |
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3.1 Why provoke?--Purpose |
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46 | (1) |
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3.2 Where to intervene?--Reading the context |
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46 | (2) |
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3.2.1 Context colors our view |
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47 | (1) |
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3.3 When to intervene?--Ripeness and readiness |
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48 | (2) |
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49 | (1) |
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3.4 What kind of challenge? |
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50 | (2) |
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3.4.1 Mobilizing latent capabilities--An example |
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51 | (1) |
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3.5 How to begin? Build a holding environment |
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52 | (5) |
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3.5.1 In the wok: Sexual assault in Parliament |
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53 | (1) |
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3.5.2 The CEO is not ready: Go slow |
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53 | (1) |
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3.5.3 Warming up for provocative work |
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54 | (3) |
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4 Developing a provocative mindset |
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57 | (10) |
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4.1 Introduction: Building a provocative mindset |
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57 | (2) |
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4.1.1 Maxime's beginning: A big man and a big stick |
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57 | (1) |
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4.1.2 Michael's beginning: Dirty boots beget wisdom |
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58 | (1) |
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4.2 Develop an appetite for risk |
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59 | (1) |
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60 | (1) |
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61 | (2) |
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62 | (1) |
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62 | (1) |
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62 | (1) |
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4.5 Think like mangroves and act like oysters: Build a habitat of variation |
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63 | (1) |
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64 | (3) |
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PART 3 Types of provocation |
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67 | (38) |
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5 Paradox, contradiction, and ambiguity as provocation |
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69 | (11) |
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70 | (2) |
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5.1.1 Living with paradox and contradiction |
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70 | (2) |
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5.2 Paradoxical intervention |
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72 | (2) |
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5.2.1 Prescribe and amplify the symptom |
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73 | (1) |
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5.2.2 Increase ambiguity rather than reduce it |
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73 | (1) |
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5.3 Working with resistance |
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74 | (1) |
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75 | (1) |
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76 | (1) |
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77 | (3) |
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80 | (12) |
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80 | (2) |
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6.2 Stories and leadership |
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82 | (1) |
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6.3 Crucibles as provocation |
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83 | (1) |
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6.4 Stories as a pattern interrupter |
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84 | (1) |
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6.5 Provocation as revelation |
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85 | (1) |
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6.6 Gentle but confronting provocation |
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86 | (2) |
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6.7 Crafting a provocative narrative |
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88 | (4) |
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7 Unique forms of provocation |
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92 | (13) |
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7.1 Being caught unawares |
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92 | (1) |
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7.2 Unpredictability as a virtue |
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93 | (2) |
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7.2.1 Unpredictability as a resource for change |
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94 | (1) |
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7.3 Critique as provocation |
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95 | (2) |
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7.4 Subversion and truth-telling |
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97 | (2) |
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7.5 Counterfactuals and provocation |
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99 | (2) |
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7.5.1 Blindsiding people: Provocative interpretations |
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100 | (1) |
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101 | (1) |
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7.7 Lessons from comedy: Hannah Gadsby |
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102 | (3) |
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7.7.1 Reflections on humor as provocation |
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103 | (2) |
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PART 4 Application--Practicing provocation |
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105 | (94) |
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8 Paradigm change--Breaking with tradition in agriculture |
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107 | (11) |
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8.1 Start with the problem |
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107 | (1) |
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108 | (1) |
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8.3 Build the conditions for change |
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109 | (1) |
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110 | (1) |
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8.5 Ask impossible questions |
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111 | (1) |
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8.6 Take on the establishment |
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112 | (1) |
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8.7 Increase the pressure |
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113 | (1) |
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8.8 Experiment and introduce variation |
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114 | (1) |
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115 | (1) |
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8.10 Reflections from the land |
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116 | (2) |
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9 Survival--Kibbutz Yizrael and the evolution of an ideology |
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118 | (11) |
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118 | (1) |
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118 | (1) |
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119 | (1) |
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9.4 The first provocation: Prune dying branches |
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120 | (1) |
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9.5 We've closed the factory, now what? |
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121 | (1) |
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9.6 Confronting the tsunami |
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121 | (1) |
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9.7 Confronting our own values: The Maytronics story |
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122 | (2) |
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9.8 Differentiating to thrive |
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124 | (1) |
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9.9 Provocation reinforces core values |
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125 | (1) |
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9.10 How much change can we take? |
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126 | (1) |
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9.11 Adaptation is ongoing |
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127 | (2) |
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10 Smashing it to bits--Risky tactics to change First Nations' education |
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129 | (12) |
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129 | (1) |
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10.2 Self-belief as training for risk-taking |
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130 | (1) |
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10.3 Cherbourg State School: A provocative environment |
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131 | (1) |
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10.4 Where to begin? Challenging ourselves as a starting point |
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132 | (2) |
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10.4.1 Signal your intention |
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133 | (1) |
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10.5 Carrot and stick: Encouragement as a provocation |
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134 | (1) |
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10.6 Don't provoke on your own: Build alliances |
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135 | (1) |
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10.7 High expectations as a risk |
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135 | (2) |
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10.8 Create commitment as a provocation |
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137 | (1) |
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10.9 Adaptation is disturbing |
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138 | (1) |
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139 | (2) |
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11 Living with contradictions--M&T Bank and the transformation battle |
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141 | (12) |
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11.1 The state of things at M&T Bank |
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141 | (2) |
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11.2 What's the problem when you are successful? |
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143 | (1) |
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144 | (1) |
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11.4 Using old methods for new purposes: Data as provocation |
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145 | (1) |
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11.5 Permission and forgiveness |
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146 | (2) |
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148 | (1) |
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148 | (1) |
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11.8 Testing relationships |
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149 | (1) |
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150 | (1) |
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11.10 50 Shades of provocation |
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151 | (2) |
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12 Confounding expectations--How a public sector business behaved like a start-up |
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153 | (12) |
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153 | (1) |
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12.2 You can learn from experience |
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154 | (1) |
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12.3 Build it, and they will come |
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155 | (1) |
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12.4 Let's do it: Ready, fire, aim |
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156 | (1) |
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12.5 We'd like some of that! |
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157 | (1) |
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12.6 Maximizing agility, minimizing constraint |
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157 | (1) |
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158 | (2) |
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12.7.1 Cross-border excursions |
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158 | (2) |
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160 | (1) |
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12.9 Confronting the past |
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160 | (1) |
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12.10 Act like a start-up |
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161 | (1) |
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162 | (3) |
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13 Orchestrating conflict: Large-scale reform |
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165 | (12) |
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13.1 Provocation and conflict |
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165 | (2) |
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13.2 Provocation in complex systems |
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167 | (2) |
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13.3 Whole system disruption in Australia |
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169 | (1) |
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13.4 Describe the truth, change the basic rules |
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169 | (1) |
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13.5 Confront self-interest |
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170 | (1) |
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171 | (1) |
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13.7 Provocation resolves and creates conflicts |
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171 | (1) |
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13.8 A new status quo: Gains and losses |
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172 | (1) |
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13.9 Provocative change is rarely smooth |
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173 | (1) |
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13.10 Reflections from public sector provocation |
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174 | (3) |
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14 Putting your head above the parapet--Taking risks and speaking out |
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177 | (11) |
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177 | (1) |
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14.2 Provoke from the margins |
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178 | (1) |
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14.3 Challenge hidden assumptions |
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178 | (3) |
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14.3.1 Presence as provocation |
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179 | (1) |
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14.3.2 On being different |
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179 | (1) |
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14.3.3 Provocation sought me out |
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180 | (1) |
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180 | (1) |
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14.3.5 Visibility as provocation |
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180 | (1) |
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14.4 Public officials as activists: Taking a stand |
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181 | (3) |
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14.4.1 Walking a tight-rope |
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182 | (1) |
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183 | (1) |
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14.5 Contradict your masters |
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184 | (1) |
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14.6 Lessons beyond the parapet |
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185 | (3) |
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15 Testing your values--Life transitions as personal provocation |
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188 | (11) |
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188 | (1) |
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189 | (1) |
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15.3 Did you jump, or were you pushed? |
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190 | (1) |
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15.4 Sarah: I jumped to find a connection |
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191 | (1) |
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15.5 Diana: Pushed into a life of disturbance |
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192 | (2) |
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15.6 Living in the "in-between" |
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194 | (1) |
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15.7 Leaving solid ground |
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194 | (1) |
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15.8 Confront core beliefs |
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195 | (1) |
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195 | (1) |
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15.10 Self-belief as a provocative value |
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196 | (1) |
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15.11 Provoking loyalties |
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197 | (1) |
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197 | (2) |
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PART 5 Risks and lessons of provocation |
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199 | (36) |
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201 | (10) |
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201 | (1) |
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16.2 Provocation is not neutral: You have a point of view |
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201 | (1) |
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16.3 You become the issue |
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202 | (1) |
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16.4 You are removed from the game |
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203 | (1) |
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204 | (1) |
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16.6 Going too far: Minimizing your impact |
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205 | (1) |
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16.7 Risks of strong pushback |
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206 | (1) |
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16.8 There is already too much stress |
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207 | (1) |
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208 | (3) |
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17 Cultivating provocation--Helping people live with disturbance |
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211 | (10) |
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211 | (1) |
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17.2 Building a space for change |
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212 | (2) |
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17.2.1 A provisional self |
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212 | (1) |
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17.2.2 Disciplined attention |
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213 | (1) |
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17.3 A scaffold for learning provokes action |
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214 | (3) |
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214 | (1) |
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215 | (1) |
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216 | (1) |
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17.4 Beginnings and learning |
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217 | (4) |
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17.4.1 Start with relationships |
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217 | (1) |
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17.4.2 Where shall we begin? Warming up for work |
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218 | (3) |
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18 Lessons in the use of provocation |
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221 | (11) |
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221 | (1) |
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18.2 A disorienting dilemma |
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222 | (1) |
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18.3 Strong resistance and pushback |
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223 | (1) |
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18.4 They poked a stick into a prevailing paradigm |
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224 | (1) |
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18.5 Ask hard questions, make difficult decisions |
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225 | (1) |
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226 | (1) |
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18.7 The impact of change is uneven: Expect loss |
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227 | (1) |
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18.8 A strong holding environment |
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228 | (1) |
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18.9 Purpose and deep love for others |
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229 | (3) |
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19 Epilogue--The albatross and the conductor |
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232 | (3) |
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19.1 Flight of the albatross |
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232 | (1) |
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19.2 Mastery: Conductor and first violin at the same time |
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233 | (1) |
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234 | (1) |
What to do next? |
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235 | (1) |
Bibliography |
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236 | (8) |
Index |
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244 | |