RESOURCES

ARTICLES, WHITEPAPERS AND PRESENTATIONS

 

Turning Your Resilience into a Leadership Act, 2016
English version

Teams of resilient leaders achieve exponential benefits. Their psychologically safe environment has coherence, things make sense and flow more easily. The team experiences high energy and continuously renews its sense of purpose. Conversations are open and vulnerable, helping the team access greater capacity to lead complex change. At peak performance, the team is collaboratively resilient, able to quickly improvise and adapt in ongoing turbulence.
You’ll know when you’re in the zone: your team will experience a surge of energy and a renewed sense of purpose. They’ll anticipate disruption with confidence and navigate it with greater ease.

Adaptive Leadership Networks in Global Organizations, 2016
English version
| Chinese version
Much of Context’s work is in support of leadership teams who are building and leading global networks in their interconnected environment of increasing volatility, uncertainty, complexity, and ambiguity (VUCA). Members of these teams have earned a seat at the table through their functional excellence, and together they create strong organizational leadership teams.  Yet they come to realize that building and leading a global network requires them to expand beyond the approaches that have helped them succeed in hierarchical and matrix structures, and to navigate in ways that are more collective, adaptive, and systemic.

Generativity in Organizational Life, 2014
A generative approach to organizational change is designed to be life-giving—it builds organizational capacity to continue to improve ‘what is’ and also to make evolutionary leaps to ‘what’s possible’. Full Text Article

Growing Bigger Minds: Action Inquiry as a Transformational Leadership Practice, 2013
Action Inquiry is one part of a comprehensive system that includes a well researched framework of developmental stages or “action-logics,” an assessment tool that helps leaders explore how they’re doing on the journey, and the practice of Action Inquiry, which supports vertical development, or capacity-building. Full Text Article 

Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow, 2007
Organizations that use Action Learning develop change leadership skills, build cross-functional teamwork, address complex organizational challenges, and are able to consistently take more strategic action. Full Text Article 

Canadian Tire IT’s People Agenda: Change Over Time Results, 2007
Visible leadership has been very important to building a culture of participation where people see change as business as usual. Change is no longer an event. Instead, it is something we are ready for. Full Text Article 

Solving Complex Problems, 2006
When we’re thinking from a mechanistic worldview, we believe that the best way to work on a problem is to follow an orderly and linear process. Full Text Article 

Experiencing Leadership, 2003
I see others joining me in mid-life, living and working in ways that expand their generative capacity. We’re making choices that lead us to experiences that are both life affirming and larger than ourselves. Full Text Article 

The World Café at Royal Roads University, 2001
We were seeking large group processes that we could feel at home with – ones that would enable a high degree of self-organization, facilitate emergence, and support individual and collective meaning-making. Full Text Article 

Constructivist Learning Environments for Developing Leadership Capacity,  1998
A learning environment is a place where learning is fostered and supported, where people can draw upon resources to make sense out of things and construct solutions to problems. Full Text Article 

Toward a Personal Philosophy of Leadership, 1997
It is through the lens of community that leadership comes into focus. Community is the homeplace of leadership. Rather than trying to find ways to conquer and control it we need to invite leadership in, introduce it to our friends, and listen to the stories it has to tell us. Full Text Article 

RECOMMENDED READING

 

Leading in Complexity

  • Holman, Peggy (2011) Engaging Emergence: Turning Upheaval into Opportunity
  • Wilkinson, David (2006) The Ambiguity Advantage: What Great Leaders are Great At
  • Taylor, Mark (2001) The Moment of Complexity: Emerging Network Culture

Strategy and Design

  • Leidtka, Jeanne and Tim Ogilvie (2011) Designing for Growth: A Design Thinking Toolkit for Managers
  • Center for Creative Leadership (2005) Becoming a Strategic Leader
  • Kaplan, Robert S. and David P. Norton (2004) Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Leadership

  • Heifetz, Ronald et al (2009) The Practice of Adaptive Leadership
  • Marquardt, Michael J. (2004) Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time
  • Torbert, Bill and Associates (2004) Action Inquiry: The Secret of Timely and Transforming Leadership

Women’s Leadership

  • Sandberg, Sheryl (2013) Lean In: Women’s Work and the Will to Lead
  • Woodman, Marion and Elinor Dickson (1996) The Dark Goddess in the Transformation of Consciousness
  • Belenky, Mary Field et al (1986) Women’s Ways of Knowing: The Development of Self, Voice, and Mind

Change & Transformation

  • Kegan, Robert and Lisa Lahey (2009) Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization
  • McGuire, John and Gary Rhodes (2009) Transforming Your Leadership Culture, Center for Creative Leadership
  • Rebick, Judy (2009) Transforming Power: From the Personal to the Political

Conversation and Dialogue

  • Scott, Susan. (2006) Fierce Conversations
  • Brown, Juanita and David Isaacs (2005) The World Café: Shaping our Futures Through Conversations that Matter
  • Kahane, Adam (2004) Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities

Creativity and Imagination

  • Taylor, Steve S. (2013) Leadership Craft, Leadership Art
  • Jones, Michael (2006) Artful Leadership: Awakening the Commons of the Imagination
  • Austin, Rob, and Lee Devin (2003) Artful Making: What Managers Need to Know about How Artists Work

Neuroscience and Mindfulness

  • Cain, Susan (2012) Quiet: The Power of Introverts in a World that Can’t Stop Talking
  • Siegel, Daniel (2011) Mindsight: The New Science of Personal Transformation
  • Whyte, David (2009) The Three Marriages: Reimagining Work, Self and Relationship

Executive Coaching

  • Garvey Berger, Jennifer (2012) Changing on the Job: Developing Leaders for a Complex World
  • Rock, David and Linda J Page (2009) Coaching with the Brain in Mind: Foundations for Practice
  • Plutchik, Robert (2002) Emotions and Life: Perspectives from Psychology, Biology, and Evolution

Organizational Life

  • Block, Peter (2009) Community: the Structure of Belonging
  • Oshry, Barry (1996) Seeing Systems: Unlocking the Mysteries of Organizational Life
  • Zohar, Danah (1996) Re-Wiring the Corporate Brain: Using the New Science to Rethink How We Structure and Lead Organizations