Accelerating implementation methodology (AIM) principle, 93, 94
organization’s adaptability, shift in, 133
Adaptive leadership
anticipatory planning, lack of, 51–52
attributes, 54
collaborative approach, 56, 57
communication, 50
principles, 53
three-step iterative process, 53–54
traditional leadership practices, 56, 57
creation, 67
cross-vertical communication, 67–69
decision making flexibility, 69–71
defined, 63
frame of reference, 65
innovation measures, 73
leadership, 66
Agility, 9
Artificial intelligence, 14
Availability, responsiveness, and continuity (ARC) model, 121
Causality, 80
C6 change leadership framework, 39
Change
content, 25
context, 25
as daily activities, 16
dimensions, 26
environmental drivers, 22
forces of change, 21
gaps, 15
process, 25
reality, 19
as river, 19
saturation, 131
speed of, 31
Change Acceleration Process (CAP), 35, 37–38
Change management
accelerating interconnections, 13–14
adaptive leadership (see Adaptive leadership)
adaptive organization (see Adaptive organization)
challenges, 3
chaotics, emergence of, 8
fatigue, 4
turbulence, 9
Chaotics management systems, 8
Collaborative leadership, 56, 57
Communication, 17, 100–106, 127
adaptive leadership, 50
Conscientiousness, 90
Continued change success, 132
Continuous change, 3, 4, 23, 41, 45, 56, 131, 134
Corporate culture, 66
Corporate social networks, 13
Courage, 90
Cross-vertical communication, 67–69
Culture, 120
Culture of caring, 88
Culture of connectivity, 13–17
Decision making, flexibility in, 69–71
Dialogic practices, 106
Emotional intelligence, 54, 85, 134
Emotions, 85
Environmental pressures, 20
Existential flexibility, 133
Feedback loops, 80
First-order changes, 24
Growth mindset, 84
Holacracy, 13
Immersivity, 14
Independent workers, 11
Infinite mindset, 56
Interpretation, 55
“Just cause,” 16
LeaderocityTM research project, 8
Leadership
adaptive leadership (see Adaptive leadership)
adaptive organization, 66
collaborative leadership, 56, 57
mistakes/impatience, 30
traditional leadership practices, 56, 57
Lewin’s force-field theory, 34
McKinsey 7-S Framework, 35, 36
clarify why and create way, 86–87
culture of caring creation, 88
exert agency by taking action, 85–86
steward your mind and emotions, 83–85
taking action, 89
root-cause, 77
Organizational change, 23, 27, 96–97
Organizational climate, 120
Organizational component tools, 121
Organizational identity, 116
Organizational justice, 54
Organizational pressures, 21
Organizational prioritization, 118
Organizational vision, 123–124
Passion, 91
Personal accountability, 118
Pilot’s checklist, 38
Post–Cold War global environment, 6–7
Punctuated equilibrium, 25
Quick conflict resolution, 117
Radical transparency, 15
clarify why and create way, 86–87
culture of caring creation, 88
exert agency by taking action, 85–86
steward your mind and emotions, 83–85
taking action, 89
Resistance to change, 28, 33, 34, 93–96
Revolution, 2
Robust transformation, 25
Root-cause mindset, 77
“Sense of purpose,” 16
Shared mental models, 121
Social media networks and platforms, 13–15
Systems mapping, 80
Systems thinking mindset, 79–81
Tectonic change, 25
Traditional leadership practices, 56, 57
Turbulence, 9
Two-by-two matrix, 44
United States Postal Service (USPS), 28
Virtual networks, 14
Volatility, uncertainty, complexity, and ambiguity (VUCA), 6
Work, 21
Work environment, reshape, 78