Visual Consulting by Sibbet, David -- Read -- Imperial Library of Trantor

Index

Cover Title page Copyright page Introduction Acknowledgements Part I: Imagining Visual Consulting Jumping into the Flow

California Drought Calls for Change My Way in to Water Management Inviting a Conversation on Issues Initial Draft Visualizations How Dialogue and Generative Images Deepen Insight Tools You Can Use Involving a Graphics Professional Illustrating the History Humans Think in Maps and Itineraries Patiently Getting Consensus Moving to Implementation and Change How Can You Begin Developing Visual Consulting Capability?

Chapter 2: What Kind of Consultant Are You? A Collaborative Engagement Framework

Types of Change That Consulting Can Help With Visual Consulting at the UC Merced School of Engineering Classic Consulting Distinctions Visualization Integrates with Process Consultation Underlying Assumptions Underlying Assumptions Underlying Assumptions: Underlying Assumptions Be Clear About Your Role When You Contract for Work Illustrating the Key Relational Dynamics Between the Consultant and Client What is Elevation? What Is Subordination? Mutual Respect Response at an Organization Development (OD) Conference Our Approach at the School of Engineering Shadow Side Applications The Promise of Mutual Regard

Chapter 3: Capabilities You'll Need Focus on the Fundamentals

Working with Visual Frameworks Working Holistically Integrative Thinking Visual Consulting Capabilities and the Four Flows of Process Being Aware of Attention Tuning into the Energetic Flow Understanding the Information Flow Managing Operations What About YOU? Visualization Capabilities Needing Special Attention

Part II: Visualizing Change Helping Clients Look Ahead

Change at University of California at Merced Practices for Initial Meetings Our Approach in This First Meeting Moving to Preliminary Proposals How Do You Find Clients for Visual Consulting? Setting Up a Learning Relationship with a Client A Collaborative Approach to Sharing Responsibility Should You Be Formal or More Informal? Keeping It Light at First Getting Down to Business Types of Contracts What Does Scoping Involve? Reflect Client Interests in Their Language Visual Consulting Approaches

Chapter 5: Basic Patterns of Change Navigating Between Old & New

Finding the Patterns of Change Change Is Fundamental Traditional Rites of Passages (RoP) The Three Phases of Change Liminality Can Be a Crucible Implications for Visual Consulting The Inner Process and Outer Structure of Change The Role of Consultants in Supporting the Ambiguity of Change Becoming Masters of Liminal Space Visual Consulting Suggestions for Using the Liminal Pathways Change Framework

Chapter 6: Seven Challenges of Change Seeing Repeating Patterns

Integrating Liminal Pathways & The Grove Organization Change Model Unpacking the Visual Framework Why the Bouncing Balls? What About the Flows of A-E-I-O and U ? Learning Your Way into Using the Full Framework

Part III: Visual Consulting Practices Responding to the Challenges of Change

Chapter 7: Activating Awareness Recognizing the Need to Change

Assessing Where You Are in the Change What Is Change Management? Metaphors for Framing Change Practice With Your Own Reflections Where Are You Stepping In? Tried-and-True Practices for Supporting Activating Awareness Frameworks for Understanding Organizations Context Mapping Potential Interview Outcomes Helpful Guidelines for Interviewing Behaviors Beyond Activating Awareness

Chapter 8: Engaging Change Leaders The Role of Process Design Teams

People Make Change Design Clear Processes for Your Meetings Setting Good Ground Rules Introducing “Preventions” Clearly Frame the Purposes & Patterns of Change Enactment as Modeling the Change The Importance of Meeting Venues Working Remotely What About the Vision? Roadmapping the UC Merced Project Other Strategies for Setting Pace The Role of Regular Communications & Staffing The Challenge of Moving into Change Creatively

Chapter 9: Creating & Sharing Possibilities Designing Approaches, Strategies, & Visions

Establishing Some Language for Design Predictable Inner Dynamics of the Creative Challenge Exploring Assumptions Embracing Resistance Empathizing & Caring Imagining Possibilities & Choices What is an Attractive Entry Point? Visual Models Can Help Coming to Agreement on Your Case for Change Changing Scope at UC Merced Change Leaders Need to Have a Stake in the Outcomes of Change Articulating a New Approach at UC Merced Generic Approaches to Change Processes Using Field-Tested Consulting Concepts Distinctions in a Theories of Change Map Another Way to Look at Elements of a Strong Container UC Merced Roadmap Portray Your Organization in Imagery Prototype Three-Dimensionally Visually Work with Scenarios Co-Create a Storymap of a Vision and Change Taking the Turn

Chapter 10: Stepping into a New, Shared Vision Committing to Real Change

Nonobjective Aspects of Stepping into a New, Shared Vision Supportive Structures for Stepping into a New Vision UC Merced Articulates a Vision Visioning with the Cabinet First Draft of a Shared Set of Vision Themes Holding Big Summits to Do Large-Scale Visioning The Process for the Summit Cover Story Visions Faculty Summit The Rest of the Story DLR Group Agrees on a Five-Year Plan The two-day process was the following: Cal Poly Business School Strategic Initiatives DLR Group Gameplan Session Prioritization & Portfolio Analysis

Chapter 11: Empowering Visible Action Involving New Leaders

It's Time for a Baton Pass Cultivating a Living System Mindset Need for Change at Cal Poly Pomona College of Business Administration Beginning the Culture Change with a Design Team Expanding the Conversation Empowering Visible Action A Surprising Visible Result DLR Group's Five Year Plans RE-AMP Institutionalizes Annual Meetings Leading Change at National Semiconductor Coaching Training at Headstart Introduce Concepts that Catalyze Reflection

Chapter 12: Integrating Systemic Change Take On New Processes & Behaviors

The Iceberg Model Why Is Keeping the Whole System in Mind Important? The Power of Positive Feedback RE-AMP Reignites Energy Conservation Otis Spunkmeyer Envisions Integrated Data UC Merced Adopts Decision Process for Creating Alignment Evolving New Rituals

Chapter 13: Sustaining Long Term Evolving a New Culture

Discerning Types of Change Rituals Can Cultivate, Harness, and Stabilize the Energy of Change Full Rituals and Ritual-Like Activities Why Are Rituals so Powerful for Shaping Culture? The Challenge of Getting Excited About New Methods Using Checkouts Leave No Trace Funeral for a Closing Plant Work the Plow Section of Investment Portfolios Balancing Maintenance with Innovation Maintenance and Refinement of Capability

Part IV: Expanding Your Resources Continuing the Journey

Chapter 14: Toward Mastery Purpose, Practice, & Passion

Working from Purpose and Intent New Forms of Collaboration are Expanding Everywhere Visual Consulting as a Path to Integrated Practice and Awareness Combining Fields Is the Path to Mastery Designing & Leading Change Miracles in the Small Moments of Change Start with the Little Things—Recognizing Crucibles Process Is Like Music and Dance Global Learning & Exchange Network (The GLEN)

Appendix Links Bibliography Index EULA