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VISUAL CONSULTING iv
00.7 VC FrontMatter-Intro - Final.indd 4
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 Contents
Part I.
Imagining Visual Consulting
Jumping Into the Flow

1. The Potential of Visual Consulting 1

Integrating Methods to get Results
Bringing Together the Fields of Visual Facilitation, Dialogue &
Change/ Best Practices from the California Roundtable on
LET’S START WITH BASICS Water & Food Supply/ Getting Started at UC Merced/ Ways
AND THEN PROGRESS, to Begin Developing Skills.
BRINGING IT TO LIFE THEY’LL NEED TO BRING
WITH STORIES THEIR OWN EXPERIENCE IN 2. What Kind of Consultant Are You?
AS CONTEXT WHILE THEY
15
A Collaborative Engagement Framework
ARE READING
Types of Change/ Are You an Expert, Pair-of-Hands, or
Process Consultant?/ What is Elevation & Subordination?/
Visual Consulting at UC Merced/ Testing Respectful
Engagement at the Organization Development Conference/
Traps & m Shadow Sides

3. Capabilities You’ll Need 51

Focus on the Fundamentals
The Four Flows of Process—Attention, Energy, Information
& Operations/ Use of Self/ Visualization Capabilities
Needing Attention/ Practices for Dialogue, Visualization,
Change & Use of Self

Introduction vii

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 Part II.
Visualizing Change
Helping Clients Look Ahead
4. Finding & Contracting Clients
Succeeding at Initial Meetings
Starting a Project at UC Merced/ Using Visuals to
Demonstrate Competency/ Mapping the Challenge/
Creating Value Propositions/ Finding Clients/ Initial
Client Meetings/ Questions to Ask/ Contracting
& Proposals/ Visual Consulting Practices/ Drafting
Roadmaps
5. Basic Patterns of Change
Navigating Between Old & New
Research on Change/ Identifying your Changes/
Traditional Rites of Passages/ Liminal Pathways
Framework/ Phases of Change–Separation,
Liminality, Integration/ Roles–Persons in Transition,
Change Agent, Communitas, Community/
Becoming Masters of Change.
6. Seven Challenges of Change
Seeing Repeating Patterns
Integrating Liminal Pathways and The Grove Model
of Change/ The Seven Challenges of Change/
Looking at Visual Models/ Mapping to the Four
Flows/ Visualizing Nesting/ The Full Framework.
VISUAL CONSULTING viii
00.7 VC FrontMatter-Intro - Final.indd 8
Part III.
Visual Consulting Practices
Responding to Change Challenges (CC)
51 7. CC1Activating Awareness 101
Recognizing the Need to Change
Assessing Where You Are in Change/ What is Change
Management?/ Working Consciously with Metaphors/ Mapping
Your Change Challenge/ Inner Process Dynamics of Surprise,
Numbness, Hope & Preparedness / Outer Structures—1. Scan for
System Needs/ 2. Map Drivers of Change/ 3. Identify Stakeholders/
4. Interview for Discovery/ 5. Understand & Cultivate Readiness
73 8. CC2 Engaging Leaders of Change 121
The Role of Process Design Teams
Facing Uncertainty, Fear & Feelings/ UC Merced Case/ Outer
Structures—1. Recruiting a Process Design Team/ 2. Contract with
Leaders/ 3.Create a Safe Environment for Exploration/ Initiate a
Collaboration Backbone, Roadmaps/ 5. Set Patterns & Pace
9. CC3 Creating & Sharing Opportunities 141
Designing Approaches, Strategy & Visions
91 Attending to Assumptions, Resistance, Empathizing, Imagining
Possibilities/ Dialogic OD Examples/ Design Thinking/ Outer
Structures—1. Refine a Case for Change/ 2. Clarify Approach &
Theory of Change—Levels of Intervention Systemic Analysis/ 3.
Create a Strong Container/ 4. Visualizing Possibilities, Visions, &
Scenarios.
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 10. CC4 Stepping Into a New Shared Vision 169 Part IV.
Committing to Real Change
Reconnecting with Purpose, Holding Complexity, Crossing the Expanding Your Resources
Threshold & Letting Go-Letting Come/ Non-objective Aspects
of Visioning/ Outer Structures —1. Generate New Images & UC
Continuing the Journey
Merced Visioning/ 2. Make Tough Decisions & The DLR Group/
3.Invite Explicit Commitment/ 4. Identify Initiatives, & The Cal
Poly Case/ 5. Determine Resources . 14.Towards Mastery 241
Purpose, Practice & Passion
11. CC5 Empowering Visible Action 195
Involving New Leaders Work with Purpose & Intent/ Visual Practice is Growing/
Visual Consulting as a Path to Integrated Practice/
Time for a Baton Pass?/ Supporting Emergence/ Learning Combining Fields as a Path to Mastery/ Places to Start/
From New Experience/ Taking Enough Time/ Outer Start with Little Things/ Recognizing Crucibles/ Evolving
Structures—1. Communicate & Visualize Early Wins & New Cultures in Europe/ The Global Learning &
College of Business Administration Case/ 2. Sustain a Clear Exchange Network (GLEN)
Rhythm & the RE-AMP Case/ Support New Leaders &
Work Groups/ 4. Build Capacity & Large Scale Visioning/ 5. Appendix 253
Facilitate Learning Processes. Arthur M. Young’s Theory of Process
12. CC6 Integrating Systemic Change 211 Bibliography 265
Take On New Processes & Behavior
The Icberg Model of Systems/ Persisting Courageously/ Clearing Index 275
Old Habits/ Nurturing New Patterns/ Outer Structures—1.
Amplify Success/ 2. Clear Blocks/ 3. Redesign Processes & Otis
Spunkmeyer ERP/ 4. Incent New Behavior & Evolve New Rituals.

13. CC7 Sustaining Long-Term 225

Evolving a New Culture
A Culture Model of Change/ Rituals Mark Movement/
Savoring the Gifts of Change/ Living with Impermanence/
Discerning Types of Change/ Outer Structures—1. Evolve
the Culture & The Challenge of New Methods/ /Celebrate
Completions/ Invest in Renewal/ Maintain & Refine

Introduction ix

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