Introduction
This chapter explores an approach through which change leaders may build a culture of psychological safety (Edmondson, 1999) through NLP to enable the development of the diffusion model of change leadership. In established management practice there remains a disproportionate reliance on the transmission model of change leadership fuelling the ‘disengagement epidemic’. The ideas that I am advancing regarding what is required to build psychological safety throughout a change management community are not commonplace in the change management literature. Therefore, it was welcomed that Google, through Project Aristotle, positioned psychological safety as an important aspect of change management processes ...
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