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Creating Organizational Value through Dialogical Leadership : Boiling Rice in Still Water.

By: van Loon, Rens.
Material type: TextTextSeries: eBooks on Demand.Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2017Description: 1 online resource (292 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319588896.Subject(s): ConsciousnessGenre/Form: Electronic books.Additional physical formats: Print version:: Creating Organizational Value through Dialogical Leadership : Boiling Rice in Still WaterDDC classification: 158.7 Online resources: Click here to view this ebook.
Contents:
Foreword I -- Foreword II -- Reference -- Preface -- Acknowledgements -- References -- Contents -- Rens van Loon -- List of Figures -- 1 Introduction -- References -- The Theory -- Part1 -- 2 Dialogical Self Theory -- Abstract -- 2.1 Self as a 'Society of Mind' -- 2.1.1 Weaving Self and Dialogue Together -- 2.1.2 Dynamic Positioning of the Self -- 2.2 Relationally Constructing Self in Language -- 2.2.1 'Centering My High Note' -- 2.2.2 Self as a Dynamic and Relational Verb -- 2.2.3 Deriving Meaning from the Context -- 2.2.4 Independency as Relationally Embedded -- 2.2.5 "To Be Is to Be Relational" -- 2.3 Key Concepts in Dialogical Self Theory -- 2.3.1 An Act of Self-Reflection (Meta-Position) -- 2.3.2 Being (De-)Stabilized (Centering and De-Centering) -- 2.4 Information and Space in Positioning Self -- 2.4.1 Energy and Information -- 2.4.2 Free Energy -- 2.4.3 Energy Space -- 2.4.3.1 Arrow and Field Energy -- 2.4.3.2 Nature, Knowledge, and Experience -- 2.4.4 Creating Space in Dialogical Relations -- 2.4.5 Space as 'Space Between' -- 2.5 Transposing Patterns of Behavior -- 2.5.1 An Empty Self? -- 2.6 Reflections on My Personal Narrative 1 -- 2.6.1 Fragments of My Self-Narrative in 1987 -- 2.6.2 Becoming Aware of I-Positions -- 2.6.3 Looking Back to My Earlier Self -- 2.7 Questions for Further Reflection -- References -- 3 Dialogical Leadership -- Abstract -- 3.1 Leadership as a Relational Process -- 3.1.1 Good Leaders Deploy Different Styles -- 3.2 The Myth of the Leader-Follower Dichotomy -- 3.2.1 Good Leadership as Effective and Ethical -- 3.2.2 Leadership Is 'By Definition' Relational -- 3.2.3 A Confrontation with Values -- 3.2.4 A Dynamic Leadership Concept -- 3.3 What Is Dialogical Leadership? -- 3.3.1 Leading Self and Others -- 3.3.2 When to Apply Dialogical Leadership? -- 3.3.3 Four Pillars of Dialogical Leadership.
3.4 Reflections on My Personal Narrative 2 -- 3.4.1 My Secret Name -- 3.4.2 A Distinctive Inner Voice -- 3.4.3 Centering My Self -- 3.5 Questions for Further Reflection -- References -- The Practice -- 4 Creating Conditions for Generative Dialogue -- Abstract -- 4.1 From Thoughts to Thinking -- 4.1.1 Dialogue as Meaning Flowing Through Us -- 4.1.2 Dialogue as Face to Face Encounter -- 4.2 The Art of Thinking Together -- 4.2.1 Listening with an Open Mind -- 4.2.2 Suspending Your Judgment -- 4.2.3 Respecting Other Views -- 4.2.4 Voicing from the Heart -- 4.2.5 Creating Conditions for Dialogue -- 4.2.6 Conversation, Debate, and Dialogue: Crises in the Process -- 4.2.7 Switching Between Debate and Dialogue -- 4.3 Generating New Meaning, Transforming Reality -- 4.3.1 Mutual Understanding -- 4.3.2 Being a Multibeing -- 4.3.3 Generative Dialogue -- 4.3.4 The Power of Storytelling -- 4.3.5 The Impact of Affirmation -- 4.3.6 Reflecting on Yourself -- 4.3.7 Third-Person Listening -- 4.4 Recognizing the Other -- 4.4.1 Creating Space -- 4.4.2 Recognizing Alterity -- 4.4.3 Innovation as Opening the Mind -- 4.4.4 Mutually Understanding -- 4.4.5 Power Differences -- 4.4.6 Being Fully Present -- 4.5 Dialogue and Transformation -- 4.5.1 Emerged Accidentally, Defended Inflexibly -- 4.5.2 Conditions for Change -- 4.5.3 Changing the System -- 4.6 Creating Conditions for Generative Leadership Dialogue -- 4.6.1 Generic Aspects for a Generative Dialogue -- 4.6.2 Setting up an Individual Leadership Dialogue -- 4.6.3 The Role of the Facilitator in Setting up a Dialogue for a Team -- 4.6.4 Qualities of a Good Facilitator -- 4.6.5 Categories of Interventions -- 4.7 Some Considerations -- 4.7.1 This Kind of Facilitator Doesn't Exist -- 4.7.2 Controlling the World -- 4.7.3 Power as an Interfering Factor -- 4.8 Reflections on My Personal Narrative 3 -- 4.8.1 Developing a Habit.
4.8.2 A Moment of Crisis -- 4.8.3 Out of My Comfort Zone -- 4.9 Questions for Further Reflection -- References -- 5 Towards a Theory of Embodied Dialogue -- Abstract -- 5.1 A Dynamic Balance -- 5.1.1 Physically Disconnected Words -- 5.1.2 Being Born into a Culture -- 5.1.3 Defining Ourselves -- 5.2 Dialogue as Generating New Meaning -- 5.2.1 Dialogue as a Participative Mode of Interacting -- 5.2.2 Applying Dialogue in a Leadership Context: A Methodology -- 5.3 Exploring I-Positions in Dialogue -- 5.4 Resistance in Dialogue -- 5.5 Creating Transformational Space -- 5.6 A Methodology of Connecting I-Positions -- 5.7 The Process of Reconciling I-Positions Illustrated -- 5.7.1 "I Feel Frustrated" -- 5.7.2 The Entrepreneur and the Hobby Farmer -- 5.7.3 "The Gate of Frustration Is Closed" -- 5.8 Reflections on My Personal Narrative 4 -- 5.8.1 Moments of Transformation -- 5.8.2 Shifting Dominance -- 5.8.3 Suspending My Will Power -- 5.9 Questions for Further Reflection -- References -- The Impact -- 6 Dialogical Leadership and Wicked Issues -- Abstract -- 6.1 Living in an Unpredictable World-the Implications for Leaders -- 6.1.1 Studying Leadership Is not yet Being a Leader -- 6.1.2 Creating Conditions for Dialogue -- 6.1.3 Constructive Depolarizing -- 6.2 Leading Change Through Dialogue -- 6.2.1 Change and Transformation -- 6.2.2 Starting with 'Why' -- 6.2.3 Visioning and Voicing -- 6.3 When to Apply the Dialogical Leadership Approach? -- 6.3.1 Taking a Bird's Eye View -- 6.3.2 From 'What' to 'Who' -- 6.4 Case-Studies -- 6.5 Case-Study Darrell: Sailor-Captain and General Manager -- 6.5.1 "I Lost My I" -- 6.5.2 Transposing Sailor-Captain into General Manager -- 6.6 Case-Study Marc: Engineer, Artist, and Karate-Teacher -- 6.6.1 "I Have to Open Up" -- 6.6.2 The Painter Balances the Engineer -- 6.7 Case-Study Michelle: HR-Director and Mother.
6.7.1 "I as Burned Out" -- 6.7.2 "Being Overruled" -- 6.7.3 Reconciling Control and Care -- 6.8 Case-Study Ian: Changing My/Our Destiny -- 6.8.1 "I as Taking My Responsibility" -- 6.8.2 "Improving the Quality of Life" -- 6.9 Case-Study Nicholas: Listening to My Inner Voice -- 6.9.1 "I Want to Be Independent" -- 6.9.2 "I Want to Be Heard" -- 6.10 Future Research -- 6.11 Reflections on My Personal Narrative 5 -- 6.11.1 Solving Wicked Issues for Myself -- 6.11.2 I Am Not a Master of My Destiny -- 6.11.3 My Magnetic Needle -- 6.12 Questions for Further Reflection -- References -- 7 Case-Study. Dialogical Leadership and Teamwork -- 7.1 Leadership and Innovation with Océ -- 7.2 Creating a Mindset for Trust and Dialogue -- 7.3 The Power of Sharing Personal Narratives -- 7.4 Exploring Team Values and Team Purpose -- 7.5 Taking a Pause -- 7.6 Practicing New Ways of Interaction -- 7.7 New Challenges and Old Habits -- 7.8 Reflections -- 7.8.1 Dealing with Misunderstanding -- 7.8.2 Dealing with Paradoxes -- 7.8.3 Paradoxes in Terms of I-Positions -- 7.8.4 Working with Core-Values -- 7.8.5 The Strength of Weak Ties -- References -- The Implications -- 8 The Future of Leadership -- Abstract -- 8.1 You Are Always Both -- 8.2 Redefining Research into Leadership and Culture -- 8.2.1 An Adaptive Challenge -- 8.3 Leading Innovation -- 8.3.1 Leading Exponential Organizations -- 8.4 Leading on Big Data -- 8.4.1 Reality Is Unpredictable -- 8.4.2 Unstructured Data in a Box -- 8.4.3 Going Forward -- 8.5 Listening to Silence -- 8.6 Reflection -- 8.7 Questions for Further Reflection -- References -- 9 Boiling Rice in Still Water -- References.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
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BF1-990 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4930070 Available EBC4930070

Foreword I -- Foreword II -- Reference -- Preface -- Acknowledgements -- References -- Contents -- Rens van Loon -- List of Figures -- 1 Introduction -- References -- The Theory -- Part1 -- 2 Dialogical Self Theory -- Abstract -- 2.1 Self as a 'Society of Mind' -- 2.1.1 Weaving Self and Dialogue Together -- 2.1.2 Dynamic Positioning of the Self -- 2.2 Relationally Constructing Self in Language -- 2.2.1 'Centering My High Note' -- 2.2.2 Self as a Dynamic and Relational Verb -- 2.2.3 Deriving Meaning from the Context -- 2.2.4 Independency as Relationally Embedded -- 2.2.5 "To Be Is to Be Relational" -- 2.3 Key Concepts in Dialogical Self Theory -- 2.3.1 An Act of Self-Reflection (Meta-Position) -- 2.3.2 Being (De-)Stabilized (Centering and De-Centering) -- 2.4 Information and Space in Positioning Self -- 2.4.1 Energy and Information -- 2.4.2 Free Energy -- 2.4.3 Energy Space -- 2.4.3.1 Arrow and Field Energy -- 2.4.3.2 Nature, Knowledge, and Experience -- 2.4.4 Creating Space in Dialogical Relations -- 2.4.5 Space as 'Space Between' -- 2.5 Transposing Patterns of Behavior -- 2.5.1 An Empty Self? -- 2.6 Reflections on My Personal Narrative 1 -- 2.6.1 Fragments of My Self-Narrative in 1987 -- 2.6.2 Becoming Aware of I-Positions -- 2.6.3 Looking Back to My Earlier Self -- 2.7 Questions for Further Reflection -- References -- 3 Dialogical Leadership -- Abstract -- 3.1 Leadership as a Relational Process -- 3.1.1 Good Leaders Deploy Different Styles -- 3.2 The Myth of the Leader-Follower Dichotomy -- 3.2.1 Good Leadership as Effective and Ethical -- 3.2.2 Leadership Is 'By Definition' Relational -- 3.2.3 A Confrontation with Values -- 3.2.4 A Dynamic Leadership Concept -- 3.3 What Is Dialogical Leadership? -- 3.3.1 Leading Self and Others -- 3.3.2 When to Apply Dialogical Leadership? -- 3.3.3 Four Pillars of Dialogical Leadership.

3.4 Reflections on My Personal Narrative 2 -- 3.4.1 My Secret Name -- 3.4.2 A Distinctive Inner Voice -- 3.4.3 Centering My Self -- 3.5 Questions for Further Reflection -- References -- The Practice -- 4 Creating Conditions for Generative Dialogue -- Abstract -- 4.1 From Thoughts to Thinking -- 4.1.1 Dialogue as Meaning Flowing Through Us -- 4.1.2 Dialogue as Face to Face Encounter -- 4.2 The Art of Thinking Together -- 4.2.1 Listening with an Open Mind -- 4.2.2 Suspending Your Judgment -- 4.2.3 Respecting Other Views -- 4.2.4 Voicing from the Heart -- 4.2.5 Creating Conditions for Dialogue -- 4.2.6 Conversation, Debate, and Dialogue: Crises in the Process -- 4.2.7 Switching Between Debate and Dialogue -- 4.3 Generating New Meaning, Transforming Reality -- 4.3.1 Mutual Understanding -- 4.3.2 Being a Multibeing -- 4.3.3 Generative Dialogue -- 4.3.4 The Power of Storytelling -- 4.3.5 The Impact of Affirmation -- 4.3.6 Reflecting on Yourself -- 4.3.7 Third-Person Listening -- 4.4 Recognizing the Other -- 4.4.1 Creating Space -- 4.4.2 Recognizing Alterity -- 4.4.3 Innovation as Opening the Mind -- 4.4.4 Mutually Understanding -- 4.4.5 Power Differences -- 4.4.6 Being Fully Present -- 4.5 Dialogue and Transformation -- 4.5.1 Emerged Accidentally, Defended Inflexibly -- 4.5.2 Conditions for Change -- 4.5.3 Changing the System -- 4.6 Creating Conditions for Generative Leadership Dialogue -- 4.6.1 Generic Aspects for a Generative Dialogue -- 4.6.2 Setting up an Individual Leadership Dialogue -- 4.6.3 The Role of the Facilitator in Setting up a Dialogue for a Team -- 4.6.4 Qualities of a Good Facilitator -- 4.6.5 Categories of Interventions -- 4.7 Some Considerations -- 4.7.1 This Kind of Facilitator Doesn't Exist -- 4.7.2 Controlling the World -- 4.7.3 Power as an Interfering Factor -- 4.8 Reflections on My Personal Narrative 3 -- 4.8.1 Developing a Habit.

4.8.2 A Moment of Crisis -- 4.8.3 Out of My Comfort Zone -- 4.9 Questions for Further Reflection -- References -- 5 Towards a Theory of Embodied Dialogue -- Abstract -- 5.1 A Dynamic Balance -- 5.1.1 Physically Disconnected Words -- 5.1.2 Being Born into a Culture -- 5.1.3 Defining Ourselves -- 5.2 Dialogue as Generating New Meaning -- 5.2.1 Dialogue as a Participative Mode of Interacting -- 5.2.2 Applying Dialogue in a Leadership Context: A Methodology -- 5.3 Exploring I-Positions in Dialogue -- 5.4 Resistance in Dialogue -- 5.5 Creating Transformational Space -- 5.6 A Methodology of Connecting I-Positions -- 5.7 The Process of Reconciling I-Positions Illustrated -- 5.7.1 "I Feel Frustrated" -- 5.7.2 The Entrepreneur and the Hobby Farmer -- 5.7.3 "The Gate of Frustration Is Closed" -- 5.8 Reflections on My Personal Narrative 4 -- 5.8.1 Moments of Transformation -- 5.8.2 Shifting Dominance -- 5.8.3 Suspending My Will Power -- 5.9 Questions for Further Reflection -- References -- The Impact -- 6 Dialogical Leadership and Wicked Issues -- Abstract -- 6.1 Living in an Unpredictable World-the Implications for Leaders -- 6.1.1 Studying Leadership Is not yet Being a Leader -- 6.1.2 Creating Conditions for Dialogue -- 6.1.3 Constructive Depolarizing -- 6.2 Leading Change Through Dialogue -- 6.2.1 Change and Transformation -- 6.2.2 Starting with 'Why' -- 6.2.3 Visioning and Voicing -- 6.3 When to Apply the Dialogical Leadership Approach? -- 6.3.1 Taking a Bird's Eye View -- 6.3.2 From 'What' to 'Who' -- 6.4 Case-Studies -- 6.5 Case-Study Darrell: Sailor-Captain and General Manager -- 6.5.1 "I Lost My I" -- 6.5.2 Transposing Sailor-Captain into General Manager -- 6.6 Case-Study Marc: Engineer, Artist, and Karate-Teacher -- 6.6.1 "I Have to Open Up" -- 6.6.2 The Painter Balances the Engineer -- 6.7 Case-Study Michelle: HR-Director and Mother.

6.7.1 "I as Burned Out" -- 6.7.2 "Being Overruled" -- 6.7.3 Reconciling Control and Care -- 6.8 Case-Study Ian: Changing My/Our Destiny -- 6.8.1 "I as Taking My Responsibility" -- 6.8.2 "Improving the Quality of Life" -- 6.9 Case-Study Nicholas: Listening to My Inner Voice -- 6.9.1 "I Want to Be Independent" -- 6.9.2 "I Want to Be Heard" -- 6.10 Future Research -- 6.11 Reflections on My Personal Narrative 5 -- 6.11.1 Solving Wicked Issues for Myself -- 6.11.2 I Am Not a Master of My Destiny -- 6.11.3 My Magnetic Needle -- 6.12 Questions for Further Reflection -- References -- 7 Case-Study. Dialogical Leadership and Teamwork -- 7.1 Leadership and Innovation with Océ -- 7.2 Creating a Mindset for Trust and Dialogue -- 7.3 The Power of Sharing Personal Narratives -- 7.4 Exploring Team Values and Team Purpose -- 7.5 Taking a Pause -- 7.6 Practicing New Ways of Interaction -- 7.7 New Challenges and Old Habits -- 7.8 Reflections -- 7.8.1 Dealing with Misunderstanding -- 7.8.2 Dealing with Paradoxes -- 7.8.3 Paradoxes in Terms of I-Positions -- 7.8.4 Working with Core-Values -- 7.8.5 The Strength of Weak Ties -- References -- The Implications -- 8 The Future of Leadership -- Abstract -- 8.1 You Are Always Both -- 8.2 Redefining Research into Leadership and Culture -- 8.2.1 An Adaptive Challenge -- 8.3 Leading Innovation -- 8.3.1 Leading Exponential Organizations -- 8.4 Leading on Big Data -- 8.4.1 Reality Is Unpredictable -- 8.4.2 Unstructured Data in a Box -- 8.4.3 Going Forward -- 8.5 Listening to Silence -- 8.6 Reflection -- 8.7 Questions for Further Reflection -- References -- 9 Boiling Rice in Still Water -- References.

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