Cover -- Title -- Copyright -- Contents -- Foreword by Andrew Kakabadse -- Acknowledgements -- Introduction -- Objectives -- How I can help -- The two-pronged model -- The choice: To see more clearly and respond -- Part One: The issues -- 01: Complexity and change -- Complexity -- Interconnectedness -- Purpose and intention -- Change -- Anxiety -- Human nature -- The challenge of letting go -- 02: A new reality for organizations -- The system -- Changing psychological contract -- Fresh thinking -- The context -- Roads to ruin and managing reputation -- Key underlying risks -- Building resilience -- The enlightened organization -- 03: Leaders and managers taking up their role -- Old competencies -- New skills required -- Embodying and defending purpose -- Working with interconnectedness -- Building relationship capability -- Enabling change -- Using conflict as a resource -- Letting go of knowing -- Roads to resilience -- Wake-up call -- Part Two: The personal and the interpersonal -- 04: Ways in -- Psychology and the mind -- Preference -- The unconscious -- Defences against anxiety -- A resource -- Neuroscience and the body -- Two brains -- It's not your fault -- Emotional regulation -- Hardwired -- Interconnectedness and the heart -- The new sciences -- Universal consciousness and the call -- Integration -- 05: Ways into self -- Some tools and techniques -- The Grounding Steps framework -- Step 1: Purpose -- Step 2: Insight -- Step 3: Openness -- Step 4: Wisdom -- You hold the keys -- 06: Ways into the other -- A short recap on theory -- It is not personal -- The Grounding Steps framework -- Step 1: Purpose -- Step 2: Insight -- Step 3: Openness -- Conversations are the new work -- Johari Window -- Courageous conversations -- Daily temperature reading -- Step 4: Wisdom -- Open the door -- 07: Ways into the group -- Belbin and the perfect team.

Forming, storming, norming and performing -- The working group -- Individual behaviour writ large -- The group as a whole -- The Grounding Steps framework -- Step 1: Purpose -- Step 2: Insight -- Step 3: Openness -- Step 4: Wisdom -- The power of the group -- Part Three: System and context -- 08: The system -- Working from the inside out -- Systemic thinking -- The Grounding Steps framework -- Step 1: Purpose -- Step 2: Insight -- Step 3: Openness -- Step 4: Wisdom -- The health of the system and an Integral model -- Preferences -- Part and whole -- Culture -- Change -- Communication -- Incentives and rewards -- Leadership skills -- Person in system and role -- 09: The context -- The Context model -- Interconnectedness -- Purpose -- Ways of seeing -- A biological perspective -- Person in system and context and role -- Part Four: Governance -- 10: Governance and the enlightened organization -- The theory applied and a recap on the two-pronged approach -- The two-pronged approach -- Personal and interpersonal -- System and context -- Blindness, wilful or otherwise, on the board -- A closed system -- Whole and part -- Context -- Barriers to enlightenment -- Ways through the barriers -- The enlightened organization -- The privilege of the role -- References -- Index.