|  | Blakeley, Karen
Leadership Blind Spots and What To Do About Them
 1. Edition April 2007
38.90 Euro
2007. 310 Pages, Hardcover
ISBN 978-0-470-03193-3 - John Wiley & Sons
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Sample Chapter
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| Short description
All knowledge is constructed through personal experience and is interpreted through a filter of our needs, goals and values. As a result we all suffer from 'blind spots', due to our personal knowledge being idiosyncratic, partial, self-centred, and full of holes. In a world of constant adaptation, it is the job of leaders to take people on a journey of continuous learning, making sense of events as they occur and ensuring that their organization adapts accordingly.
From the contents
Preface.
Acknowledgements.
Part One: Leaders, Blind Spots and Learning - The Issues.
1 Leaders, Blind Spots and Learning.
2 A Model of Blind Spots, Learning and Change.
3 The Consequences of Leaders' Blind Spots.
4 Learning to Lead, Leading to Learn.
Part Two How to Overcome Blind Spots and Accelerate Leaders' Learning.
5 The First Practice - Direct Attention.
6 The Second Practice - Harness Emotions.
7 The Third Practice - Overcome Defensiveness.
8 The Fourth, Fifth and Sixth Practices - Deepen Sensemaking, Engage Creativity, and Reality Check.
9 The Seventh Practice - Change Behaviour.
10 The Eighth Practice - Nurture Integrity.
11 Equipping Leaders in Complex Times.
12 The Exercises.
References and Further Reading.
Index.
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