Leading for Organisational Change

INDEX

• • achievements 166–171
  • Adams, N. 35
  • adaptability 254
  • The Advantage 203–204
  • affective trust 215
  • agility 114, 120, 179–199, 271
    • cohesion 187–188
    • concepts 181–182
    • decision making 184, 190–193
    • definition 120
    • diversity 186, 188–189
    • enabling technology 184, 196–197
    • hierarchy 182–183
    • learning cycles 184, 190–193
    • networks 184, 185–190
    • organisation 181–185
    • people models 184, 194–196
  • alignment 49–52
  • Alive at Work 25
  • Allday, D. 51–52
  • Allen-Davis, J. 284–286
  • Allender, D. 233–234
  • Amabile, T. 56
  • Angel, T. 217–218
  • Anglo American plc. 23
  • announcement of CMS merger 80
  • Appelbaum, S. 48
  • appreciating differences 218–219
  • Ariely, D. 148–149
  • Aristotle 41, 231
  • artefacts 132–133
  • Arup 34, 137, 138
  • attention density 55–56
  • authenticity of purpose 26–29
  • autonomy 54–56, 137
  • Aviva 35

•  
  • back-fill support 85
  • barnacles 226
  • Barnwell, J. 29, 260–261
  • BECAUSE 113–114, 119–264
    • agility 114, 120, 179–199, 271
    • belonging 113, 119, 121–139, 270
    • confidence 114, 120, 159–178, 270–271
    • core concepts 113–114, 119–120
    • energy 114, 120, 245–264, 272
    • evolution 114, 120, 141–158, 270
    • implications of 268–272
    • simplicity 114, 120, 223–243, 271
    • understanding 114, 120, 201–222, 271
  • beginnings 61–76
  • behaviour
    • attention density 55–56
    • of confidence 161–166
    • connectedness 123
    • grief 52–53
    • motivation 25–26, 55–56, 137, 148–149, 272–273
    • neuroscience 24–26, 40–41, 53–56
    • resilience 246–264
    • SCARF model 54–56, 124
    • senior leadership team 105–106
  • Bell, R. 162, 211–212
  • belonging 113, 119, 121–139, 270
    • building 125–131
    • and change ...