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Forthcoming Book: The Colors of Change

The Color of Changes book cover

The Color of Changes book cover

I have started to write a book about “Respectful Change Management”. It’s not finished yet but I wrote enough content now that I feel it all makes sense and fit nicely together. Indeed, the principles I’ve discovered make for nice explanations of more famous approaches to change… and their results.The book will explain the principles behind successful change management in 4 steps:

  1. Why our mental model is what it currently is
  2. How that influences our perception of change (whether imposing or being imposed change)
  3. Why our first step is naturally the wrong one
  4. What a good step is to initiate change

As a bonus, I intend to provide a kind of “Respectful Change Maturity Model” similar to what CMM proposes (Capability Maturity Model).

A provision table of content is available below and here is a first draft of the Introduction chapter that summarizes the different parts.

Please tell me about your interest in the book by registering as a potential reader on

Table of contents

1       Introduction

2       How your mind is modeled by your past experiences (The color of your mind)

2.1        The world created you as you are

2.2        You change the world by acting upon it

2.3        When you act, the world feeds back to you (cybernetics)

2.4        What you think influences what you get (self-fulfilling prophecies)

2.5        Cybernetics consequence: a mind is perfectly adapted to its surrounding world

2.6        Your perception of the world is colored by your mind

2.7        Two blind spots of your mind

2.8        The color of mind: your Gestalt

2.9        Consciousness and detection

2.9.1      Of unconscious detection

2.9.2      Of conscious detection

3       How your mind perceives change (The colors of changes)

3.1        How the mind detects a need to change

3.2        Why all changes are wrong (change resistance)

3.3        Why do we always make the wrong step in change management?

3.4        Change others impose onto you

3.5        Change you impose onto others

3.5.1      A caution against setting up double-bind

4       Doing change right without raising resistance (Painting a change of the right color)

4.1        Let people choose their own change color

4.2        The case for strength-based change methods

4.3        For one person

4.4        For many persons

4.4.1      Split the change

4.4.2      Get the whole system to change at once

5       Other aspects to change explained

5.1        NIH (“Not Invented Here”)

5.2        WIIFM (“what’s in it for me?”)

5.3        Change and Self-Determination Theory (SDT)

5.4        Carl Rogers’ theory (19 points)

5.5        Strength-based change approaches

5.6        Storytelling

5.6.1      Numbers vs Stories

6       Change maturity model

6.1        Proposed model

6.2        Personal and relational perspectives

6.3        Change activities

6.3.1      Level 1 (ad hoc/chaotic)

6.3.2      Level 2 (repeatable)

6.3.3      Level 3 (defined)

6.3.4      Level 4 (managed)

6.3.5      Level 5 (optimized)

6.4        Moving from one level to the next

7       References


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