Leading in a Culture of Change, 2nd Edition

Chapter SixCoherence Making

CHANGE IS A LEADER'S FRIEND, BUT IT HAS A SPLIT personality: its nonlinear messiness gets us into trouble. But the experience of this messiness is necessary in order to discover the hidden benefits—creative ideas and novel solutions are often generated when the status quo is disrupted. If you are working on mastering the four leadership capacities we have already discussed—moral purpose, understanding change, developing team-based relationships, and building deep knowledge—you need to figure out how to integrate them. The mechanism for so doing is coherence making. This concept has become so important since I first wrote about it in 2001 that we have written a whole book on the topic (Fullan & Quinn, 2016). But ...