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E-raamat: Provocation as Leadership: A Roadmap for Adaptation and Change

  • Formaat: 274 pages
  • Ilmumisaeg: 12-Dec-2022
  • Kirjastus: Routledge
  • Keel: eng
  • ISBN-13: 9781000798418
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  • Formaat: 274 pages
  • Ilmumisaeg: 12-Dec-2022
  • Kirjastus: Routledge
  • Keel: eng
  • ISBN-13: 9781000798418

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"To create deep change you have to disturb people, or at least risk doing so. Shaking people out of their comfort zones not only generates the possibility of change but also elicits new information and brings out hidden resources that people need to navigate unfamiliar waters. Nevertheless, provoking without antagonizing or shutting people down and tolerating their pushback are complex challenges, requiring skill and will. This is the first comprehensive provocation roadmap: why provocation is necessary for effectively leading change, the different forms of provocation, action tools and frameworks, and case studies illustrating how change is achieved through the sustained and careful use of provocation and disturbance, with strategies and tactics for minimizing the risks involved. We illustrate, for example, how two Australian farmers challenged centuries-old farming practice to regenerate their properties and how a large American bank used the death of a revered CEO to reinvigorate the business. We showhow a young indigenous school principal tackled entrenched attitudes to turn a failing school around and how a national statistical service acted like a technology start up to innovate during the Covid19 pandemic. The case studies address change at the local level, within organizations, as well as on a national scale. We finish with a synthesis of the lessons learned and a set of ideas about building people's capacity to use provocation to live, learn and thrive. Provocation as Leadership offers a blueprint for people who, using provocation, want to ignite change and help their organizations, group or community break through to a better future. This book provides a vehicle to see provocation in its potential for necessary disturbance, to lay bare its anatomy, and give access to its possibilities, including how to enable provocateurs to live another day"--

To create deep change you have to disturb people, or at least risk doing so. Shaking people out of their comfort zones generates the possibility of change and brings out hidden resources that people need to navigate unfamiliar waters. This book is the first comprehensive roadmap of provocation as the essential change leadership tool.

Arvustused

"In an age of strong man politics and increased totalitarianism, being superficially provocative is sometimes mistaken for leadership. But this book reveals that using provocation in real leadership requires intelligence, cunning and, perhaps, most importantly, the ability to think outside the square, in persuading people that change that is uncomfortable for them is a good idea. This book gives a roadmap to using provocation as a tool of both leadership and change: recognizing its boundaries, its risks, and the instruments at hand."

Laura Tingle, Chief Political Correspondent for the ABCs 7.30 Report and author of Follow the Leader: Democracy and the Rise of the Strongman

"I had the privilege of seeing Michael and Maxime in action when I was their client. Through their wisdom, care, and yes provocation I grew as a person and leader, as have so many others. In their book, Provocation as Leadership, they are sharing the secrets of their delicate and powerful art. Drawing from a wide range of disciplines and using rich case studies as illustration, Provocation as Leadership is a deep exploration of both the anatomy of provocation and requisite conditions for it to create change. The book is full of useful tools and frameworks to enable leaders and consultants to assess how, when, and in what form provocation can lead to change that may have otherwise felt unattainable."

Karen May, Former Vice President of People Development, Google

"Exercising leadership is always risky because it involves taking people out of their comfort zone. Maxime Fern and Michael Johnstone remind us in this splendid book that leading means provoking, and that it is necessary to be brave to do so. They provide valuable and well thought out tools supported by many examples from which to be inspired to know how to provoke effectively and not to be damaged in the attempt."

Juan Carlos Eichholz, Professor, Universidad Adolfo Ibanez, Chile, and author of Adaptive Capacity

"Maxime Fern and Michael Johnstone have delivered a practitioners dream: a comprehensive field guide to purposeful provocation. Using detailed case studies and relatable stories from their decades of teaching and training, they animate the theory, provide tools to tackle the practice, and offer an honest assessment of the risks and rewards of this approach. While we know our worlds most wicked challenges lack easy answers, this book will surely sharpen the mind, steady the hands, and embolden the heart of any intrepid changemaker who seeks to tackle them."

Laura Berlind, Executive Director, Adaptive Leadership Network, Washington DC

"This is a timely written book given the lack of leadership in the world today. Maxime and Michael present powerful principles and concepts that address the realities of helping groups, institutions, and complex systems make progress on their toughest challenges. The art of provocation is a vital leadership skill to get attention and stir people to action."

Dean Williams, President, Thinking Heads Global and author of Real Leadership

"People experience provocation all the time, especially lately. Rapid technology advances, a global pandemic, evolving understandings about inclusion, high geopolitical tensions, all have many feelings provoked. Provocation as Leadership claims "provocation" as a tool for the greater good and gives examples of how the conscious use of effective provocation can unlock successful change efforts in our families, organizations, and communities. We dont need less provocation in our world. We need better provocation. This book guides the way."

Ed OMalley, President and CEO of the Kansas Leadership Center

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