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| Preface | |
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| Acknowledgments | |
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| Introduction: Purpose and Possibility | |
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| How to Use This Book | |
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| Overview | |
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| Adaptive Challenges and Adaptive Capacity | |
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| The Theory Behind the Practice | |
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| The Illusion of the Broken System | |
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| Distinguishing Technical Problems from Adaptive Challenges | |
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| Distinguishing Leadership from Authority | |
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| Living in the Disequilibrium | |
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| Observe, Interpret, Intervene | |
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| Experiment and Take Smart Risks Smartly | |
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| Engage Above and Below the Neck | |
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| Connect to Purpose | |
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| Before You Begin | |
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| Don't Do It Alone | |
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| Live Life as a Leadership Laboratory | |
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| Resist the Leap to Action | |
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| Discover the Joy of Making Hard Choices | |
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| Diagnose the System | |
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| Diagnose the System | |
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| The Elegance and Tenacity of the Status Quo | |
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| Discover Structural Implications | |
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| Surface Cultural Norms and Forces | |
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| Recognize Default Interpretations and Behavior | |
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| Diagnose the Adaptive Challenge | |
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| Determine the Technical and Adaptive Elements | |
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| Listen to the Song Beneath the Words | |
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| Four Adaptive Challenge Archetypes | |
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| Diagnose the Political Landscape | |
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| Uncover Values Driving Behavior | |
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| Acknowledge Loyalties | |
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| Name the Losses at Risk | |
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| Realize Hidden Alliances | |
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| Qualities of an Adaptive Organization | |
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| Name the Elephants in the Room | |
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| Share Responsibility for the Organization's Future | |
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| Value Independent Judgment | |
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| Build Leadership Capacity | |
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| Institutionalize Reflection and Continuous Learning | |
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| Mobilize the System | |
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| Make Interpretations | |
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| Notice When People Are Moving Toward the Left Side of the Chart | |
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| Reframe the Group's Default Interpretations | |
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| Generate Multiple Interpretations | |
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| Audition Your Ideas | |
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| Generate a Diversity of Interpretations | |
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| Design Effective Interventions | |
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| Get on the Balcony | |
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| Determine the Ripeness of the Issue in the System | |
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| Ask, Who Am I in This Picture? | |
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| Think Hard About Your Framing | |
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| Hold Steady | |
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| Analyze the Factions That Begin to Emerge | |
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| Keep the Work at the Center of People's Attention | |
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| Act Politically | |
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| Expand Your Informal Authority | |
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| Find Allies | |
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| Stay Connected to the Opposition | |
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| Manage Authority Figures | |
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| Take Responsibility for Casualties | |
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| Protect and Engage the Voices of Dissent | |
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| Orchestrate Conflict | |
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| Create a Holding Environment | |
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| Select Participants | |
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| Regulate the Heat | |
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| Give the Work Back | |
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| Build an Adaptive Culture | |
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| Make Naming Elephants the Norm | |
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| Nurture Shared Responsibility for the Organization | |
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| Encourage Independent Judgment | |
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| Develop Leadership Capacity | |
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| Institutionalize Reflection and Continuous Learning | |
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| See Yourself as a System | |
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| See Yourself as a System | |
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| Your Many Identities | |
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| Identify Your Loyalties | |
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| Prioritize Your Loyalties | |
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| Name Your Unspeakable Loyalties | |
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| Know Your Tuning | |
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| Know Your Triggers | |
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| Hungers and Carrying Water | |
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| Broaden Your Bandwidth | |
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| Discover Your Tolerances | |
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| Understand Your Roles | |
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| What Roles Do You Play? | |
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| Identify Your Scope of Authority | |
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| Articulate Your Purposes | |
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| Prioritize Your Purposes | |
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| The Story You Tell Yourself | |
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| Deploy Yourself | |
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| Stay Connected to Your Purposes | |
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| Negotiate the Ethics of Leadership and Purpose | |
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| Keep Purposes Alive | |
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| Negotiate Your Purposes | |
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| Integrate Your Ambitions and Aspirations | |
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| Avoid Common Traps | |
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| Engage Courageously | |
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| Get Past the Past | |
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| Lean Into Your Incompetence | |
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| Fall in Love with Tough Decisions | |
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| Get Permission to Fail | |
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| Build the Stomach for the Journey | |
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| Inspire People | |
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| Be with Your Audience | |
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| Speak from the Heart | |
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| Run Experiments | |
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| Take More Risks | |
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| Exceed Your Authority | |
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| Turn Up the Heat | |
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| Name Your Piece of the Mess | |
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| Display Your Own Incompetence | |
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| Thrive | |
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| Grow Your Personal Support Network | |
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| Create a Personal Holding Environment | |
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| Renew Yourself | |
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| Notes | |
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| Glossary | |
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| Index | |
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| About the Authors | |