- Cover Page
- Praise for Action Inquiry
- Title Page
- Copyright Page
- Acknowledgments
- INTRODUCTION The Promise and the Power of Action Inquiry
- PART ONE Learning Action Inquiry Leadership Skills
- INTERLUDE Action Inquiry: The Idea and the Experience
- PART TWO Transforming Leadership
- FOUR The Opportunist and the Diplomat: Action-logics you probably resort to, but don’t want to be circumscribed by
- FIVE The Expert and the Achiever: The most common managerial action-logics
- SIX The Individualist Action-Logic: Bridge to transforming leadership
- SEVEN The Strategist Action-Logic: Developing transforming power
- PART THREE Transforming Organizations
- PART FOUR The Ultimate Spiritual and Societal Intent of Action Inquiry
- TWELVE The Fresh Action Awareness of Alchemists
- THIRTEEN Creating Foundational Communities of Inquiry
- Joan Bavaria, Trillium Asset Management, and Socially Responsible Investing—An Evolving Foundational Community of Inquiry?
- The United Nations as a Foundational Community of Inquiry?
- Future Possibilities
- A New Organizational Form—The Not-for-Prophet
- Communities of Practice and Communities of Inquiry
- Conclusion
- APPENDIX Concluding Scientific Postscript on Methods of Inquiry
- Bibliography
- Index
- About the Author and Associates
| 1. Consensus Building |
| To accomplish this goal, I will be implementing the senior management recommendations outlined during our discussion of my presentation. Specifically, if I experience opposition to a recommendation which I believe should be adopted, I will explore with individual senior management members the source of their resistance and address those concerns directly. In addition, I will try to identify those individuals who concur with my proposal and enlist their support in building consensus. Concomitantly, I will reassess my recommendations in the context of the questions raised and restructure my position to reflect my reassessment. Finally, I will solicit individual “evaluations” of whether I have demonstrated a more effective ability to build consensus. |
| 2. Supporting and Managing Subordinate Development |
| To improve my skills in this area, I attended a management self-assessment program in which you are evaluated by your subordinates. I am currently reviewing these evaluations and I will meet with the evaluator, discuss the issues raised, and request reevaluations. Concomitantly, I plan to review relevant literature and possibly attend a program on managing professionals. Finally, I will be working with Human Resources on ways to foster employee development and to assess the effectiveness of my efforts. |
| 3. Communication at External Meetings with Potential Strategic Allies |
| In response to the observation that I speak infrequently at external meetings, I will make a conscious effort to increase my input into these meetings, both to impart information and also to make known to an outside group the thinking of my department. If effectiveness at communicating appears to be a problem when I solicit team members’ feedback after each such meeting, I will seek out remedial courses. |
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