Paul Lawrence is a lecturer in coaching at the Sydney Business School (University of Wollongong) and the owner of the Centre for Coaching in Organisations. Sarah Hill is co-owner of Dialogix Ltd, specialising in behavioural change intervention combining structural dynamics and generative dialogue.Andreas Priestland is a behavioural scientist and the owner and director of the Learning Project Ltd, a niche consultancy focused on leadership education, and organisational learning and change. Cecilia Forrestal and Monica Manning work with the Community Action Network (CAN), a social justice NGO based in Dublin, Ireland.Floris Rommerts is a trainer and coach based in the Netherlands. Isla Hyslop is an organisational development professional who has been working in the UK public sector for more than 20 years, mostly in the NHS.

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• Acknowledgements. Introduction. Part One: Michael and Hannah; Chapter 1: Contemplating change; Chapter 2: An introduction to dialogue; Chapter 3; How dialogue works; Chapter 4: Listening; Chapter 5: Listening again; Chapter 6: Voicing; Chapter 7: Reflecting; Part Two: Michael and Mark; Chapter 8: Mark; Chapter 9: Talking to the team; Chapter 10: Mark’s ‘plan’; Chapter 11: Mark prepares himself; Chapter 12: Setting the scene; Chapter 13: Check-in; Chapter 14: Container-building; Chapter 15: Revolt; Chapter 16: Perturbance; Chapter 17: Patterns; Chapter 18: Breakthrough; Chapter 19: Retrenchment; Chapter 20: Exiting the container; Part Three: Michael, Mark and Hannah; Chapter 21: Reflection; References; Index.

Paul Lawrence is a lecturer in coaching at the Sydney Business School (University of Wollongong) and the owner of the Centre for Coaching in Organisations. Sarah Hill is co-owner of Dialogix Ltd, specialising in behavioural change intervention combining structural dynamics and generative dialogue.Andreas Priestland is a behavioural scientist and the owner and director of the Learning Project Ltd, a niche consultancy focused on leadership education, and organisational learning and change. Cecilia Forrestal and Monica Manning work with the Community Action Network (CAN), a social justice NGO based in Dublin, Ireland.Floris Rommerts is a trainer and coach based in the Netherlands. Isla Hyslop is an organisational development professional who has been working in the UK public sector for more than 20 years, mostly in the NHS.

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• Acknowledgements. Introduction. Part One: Michael and Hannah; Chapter 1: Contemplating change; Chapter 2: An introduction to dialogue; Chapter 3; How dialogue works; Chapter 4: Listening; Chapter 5: Listening again; Chapter 6: Voicing; Chapter 7: Reflecting; Part Two: Michael and Mark; Chapter 8: Mark; Chapter 9: Talking to the team; Chapter 10: Mark’s ‘plan’; Chapter 11: Mark prepares himself; Chapter 12: Setting the scene; Chapter 13: Check-in; Chapter 14: Container-building; Chapter 15: Revolt; Chapter 16: Perturbance; Chapter 17: Patterns; Chapter 18: Breakthrough; Chapter 19: Retrenchment; Chapter 20: Exiting the container; Part Three: Michael, Mark and Hannah; Chapter 21: Reflection; References; Index.

Paul Lawrence is a lecturer in coaching at the Sydney Business School (University of Wollongong) and the owner of the Centre for Coaching in Organisations. Sarah Hill is co-owner of Dialogix Ltd, specialising in behavioural change intervention combining structural dynamics and generative dialogue.Andreas Priestland is a behavioural scientist and the owner and director of the Learning Project Ltd, a niche consultancy focused on leadership education, and organisational learning and change. Cecilia Forrestal and Monica Manning work with the Community Action Network (CAN), a social justice NGO based in Dublin, Ireland.Floris Rommerts is a trainer and coach based in the Netherlands. Isla Hyslop is an organisational development professional who has been working in the UK public sector for more than 20 years, mostly in the NHS.

Select Guide Rating

• Acknowledgements. Introduction. Part One: Michael and Hannah; Chapter 1: Contemplating change; Chapter 2: An introduction to dialogue; Chapter 3; How dialogue works; Chapter 4: Listening; Chapter 5: Listening again; Chapter 6: Voicing; Chapter 7: Reflecting; Part Two: Michael and Mark; Chapter 8: Mark; Chapter 9: Talking to the team; Chapter 10: Mark’s ‘plan’; Chapter 11: Mark prepares himself; Chapter 12: Setting the scene; Chapter 13: Check-in; Chapter 14: Container-building; Chapter 15: Revolt; Chapter 16: Perturbance; Chapter 17: Patterns; Chapter 18: Breakthrough; Chapter 19: Retrenchment; Chapter 20: Exiting the container; Part Three: Michael, Mark and Hannah; Chapter 21: Reflection; References; Index.