Chapter 12 What do we Mean by Conversational Leadership (CL)?

Chapters in this book

1. Frontmatter I
2. Acknowledgement V
3. Contents VII
4. Series Editor’s Foreword: About Knowledge Services IX
5. Foreword XIII
6. Preface 1
7. Part I: Being a KM Practitioner
8. photo 1 6
9. Chapter 1 What does it mean to be a KM Practitioner? 7
10. Chapter 2 Overcoming the Biggest Hurdle in KM: “Buy-in” at all Levels of Organization 19
11. Chapter 3 Blending People, Process, and Technology 29
12. Chapter 4 16 Processes for Knowledge Transfer & Retention 35
13. Chapter 5 Knowledge Retention Framework 47
14. Chapter 6 Knowledge Retention Maturity Model 55
15. Part II: Being an OD and D&I Practitioner
16. photo 2 62
17. Chapter 7 How is Organization Design (OD) Practiced? 63
18. Chapter 8 How is Organization Development (OD) Practiced? 75
19. Chapter 9 How is D&I Practiced? 89
20. Chapter 10 Exploration and Application of “Use of Self” through Gestalt 97
21. Chapter 11 Embedding and Combining Polarity Thinking and Story Thinking 111
22. Part III: Conversational Leadership: Combining KM, OD, and D&I for Application Inside Organizations
23. photo 3 120
24. Chapter 12 What do we Mean by Conversational Leadership (CL)? 121
25. Chapter 13 Levels of Conversation 137
26. Chapter 14 The Time Chasm Theory 143
27. Chapter 15 The Cuckoo Clock Theory 159
28. Chapter 16 How it all comes together 163
29. Part IV: Artistic Expression of the Combination of KM, OD & D&I, and CL
30. Chapter 17 “The Unwritten Poems” 173
31. Afterword 187
32. Appendix 1 – Use of Self – Self Assessment 203
33. Appendix 2 205
34. Index 213