Filled with stories of successful social change leadership in diverse contexts, this book demonstrates that the best change agents love the people involved most of all.
Many people have experienced change trauma under leaders whose agenda was more important than anything―or anyone―else, so it is no wonder that change failure rates are often reported as 40% to 70%. There is another way: change leaders who work to solve some of the world’s toughest problems realize that working with others is necessary to accomplishing a social change mission. This book shares the insights of those who lead social change in the non-profit sector, and shows how they catalyze the urgency for, connect people toward, and continue momentum for a desired change. Their stories reveal three interconnected dimensions of leading change: people (relationships for change), process (communicating for change), and purpose (the change mission). Ultimately, readers will learn that strengthening social capital (people), centering marginal voices (process), and aligning stakeholders to the change mission (purpose) are critical to the work of change agents who value relationships.
Leveraging well-known models and elevating little-heard voices, this book flips the script of conventional leadership books by focusing on non-profit social change leaders rather than business titans. Students, managers, and leaders across sectors will value these new insights, along with a relationally focused process and strategy for leading change and practical tips and recommendations for implementation.
Author(s): Yulee Lee
Publisher: Routledge
Year: 2022
Language: English
Pages: 175
City: New York
Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Introduction: Change the Way You Lead Change
How Did I Arrive at This Conviction?
What We Know—Current Research and Practice
Gaps in Research
Gaps in Practice
What We Need—New Research and Practice
Research Sample
Why Language Is Important
Change Agent Leadership
Social Change
Social Innovation
Social Capital
Collective Impact
Non-profit Social Change Organization
Community
Themes and Dimensions
Audience
One Final Note
Notes
References
Chapter 1: Context: The Who, Why, and Where of Change Leaders
Personal Context
The Soil of Upbringing
The Soil of Faith
The Soil of Pivotal Experiences
The Soil of Unintentional Transition
The Soil of Education
The Soil of Discontent
The Soil of Invitation
Public Context
Notes
References
Chapter 2: Setting the Table: A Conversation with Change Scholars
Social Entrepreneurship and Intrapreneurship
Dialogic Change and Dialogic OD
Dialogue, Social Change, and Collective Impact
Collaborative Social Networks
Social Learning and Social Change
Conclusion
Notes
References
Chapter 3: Discernment: A Change Leader's Superpower
Discerning the Change Landscape
Two Common Beliefs
Change Is Possible
Change Is Already in Motion
Sub-theme: Discernment of Self
Sub-theme: Discernment of Contextually Nuanced Layers of Change
References
Chapter 4: A People-Centric Approach to Catalyzing Urgency for Change
Theme 1: Develop Relationships of Trust
Theme 2: Disrupt the Current Narrative
Theme 3: Design the Organization for Change
Chapter 5: A People-Centric Approach to Connecting Others to Change
Theme 1: Cultivate Multivocality
Theme 2: Co-Construct Relational Bridges
Theme 3: Center Community-Driven Dreams
Theme 4: Create Avenues for Inspiration
Chapter 6: A People-Centric Approach to Continuing Momentum for Change
Theme 1: Seek Teamwork
Theme 2: Surrender Control
Theme 3: Shape Cultural Practices within Organization
Theme 4: Steward Care and Development of Others
Chapter 7: The People, Process, and Purpose of Change
Dimension 1: People—Relationships for Change
Dimension 2: Process—Communicating for Change
Dimension 3: Purpose—The Change Mission
References
Chapter 8: Practical Suggestions to Change the Way You Lead Change
Implications of the Research
Suggestions for Non-profit Sector Leaders
Re-Learn by Asking Questions and Listening
Plan Touchpoints with Stakeholders
Reconsider Hiring Tactics
Engage Elephants in Dialogue
Suggestions for For-Profit Sector Leaders
Partner with Non-profit Leaders
Follow the Example of Non-profit Leaders
Suggestions for Leader Developers
Create Dialogical Learning Environments
Connect Classroom Teaching with Off-Campus Opportunities
Teach Social Change Leadership
Possibilities for Future Research
Conclusion
Note
References
Chapter 9: Advice to Emerging Non-profit Change Agent Leaders
Subtheme 1: Have a "Posture of Humility and Learning"
Subtheme 2: Keep "Eyes Wide Open"
Subtheme 3: Embrace Change
Subtheme 4: Grow in Self-Awareness
Subtheme 5: Be Your Best Advocate
Closing Thoughts
Index
