Deborah Rowland has led change in major global corporations including BBC Worldwide, Gucci Group, PepsiCo and Shell. Author of Still Moving: How to Lead Mindful Change (Wiley) and co-author of Sustaining Change: Leadership That Works (Wiley), Deborah founded the change consultancy Still Moving, where she now advises institutional leaders around the world.

• Foreword viiAcknowledgments xiA Few Words About the Front Cover xiiiAbout the Companion Website xvIntroduction 1Part 1 Understanding Change Vitality 3 What Is Change Vitality? 3What Makes Up Change Vitality? 4What Change Vitality Comprises—in More Detail 6Why Does Change Vitality Matter? 6Part 2 Field Guide—The Inner Capacities 9Introduction 9Staying Present 10Curious and Intentional Responding 14Tuning Into the System 18Acknowledging the Whole 23A Word About Non-Mindful Practice 28Part 3 Field Guide—The External Practices 29Introduction 29Attractor 30Edge and Tension 34Container 40Transforming Space 45External Practices Self-Audit 51Part 4 Field Guide—The Change Approaches 55Introduction 55Masterful 56Emergent 62Directive and Self-Assembly Change 68Assessing Your Approach to Change 71Part 5 Field Guide—The Ordering Forces 77Leading Change—Ordering Forces Insight 77Time 77Belonging 81Belonging— How Well Do You Attend to This? 81Tale From the Field: Time and Belonging—Mergers and Acquisitions 82Exchange 86Place 90A Word About Limiting Forces: What Happens When the Ordering Forces Are Neglected? 94Still Moving—Epilogue 95Index 97

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Deborah Rowland has led change in major global corporations including BBC Worldwide, Gucci Group, PepsiCo and Shell. Author of Still Moving: How to Lead Mindful Change (Wiley) and co-author of Sustaining Change: Leadership That Works (Wiley), Deborah founded the change consultancy Still Moving, where she now advises institutional leaders around the world.

• Foreword viiAcknowledgments xiA Few Words About the Front Cover xiiiAbout the Companion Website xvIntroduction 1Part 1 Understanding Change Vitality 3 What Is Change Vitality? 3What Makes Up Change Vitality? 4What Change Vitality Comprises—in More Detail 6Why Does Change Vitality Matter? 6Part 2 Field Guide—The Inner Capacities 9Introduction 9Staying Present 10Curious and Intentional Responding 14Tuning Into the System 18Acknowledging the Whole 23A Word About Non-Mindful Practice 28Part 3 Field Guide—The External Practices 29Introduction 29Attractor 30Edge and Tension 34Container 40Transforming Space 45External Practices Self-Audit 51Part 4 Field Guide—The Change Approaches 55Introduction 55Masterful 56Emergent 62Directive and Self-Assembly Change 68Assessing Your Approach to Change 71Part 5 Field Guide—The Ordering Forces 77Leading Change—Ordering Forces Insight 77Time 77Belonging 81Belonging— How Well Do You Attend to This? 81Tale From the Field: Time and Belonging—Mergers and Acquisitions 82Exchange 86Place 90A Word About Limiting Forces: What Happens When the Ordering Forces Are Neglected? 94Still Moving—Epilogue 95Index 97

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Deborah Rowland has led change in major global corporations including BBC Worldwide, Gucci Group, PepsiCo and Shell. Author of Still Moving: How to Lead Mindful Change (Wiley) and co-author of Sustaining Change: Leadership That Works (Wiley), Deborah founded the change consultancy Still Moving, where she now advises institutional leaders around the world.

• Foreword viiAcknowledgments xiA Few Words About the Front Cover xiiiAbout the Companion Website xvIntroduction 1Part 1 Understanding Change Vitality 3 What Is Change Vitality? 3What Makes Up Change Vitality? 4What Change Vitality Comprises—in More Detail 6Why Does Change Vitality Matter? 6Part 2 Field Guide—The Inner Capacities 9Introduction 9Staying Present 10Curious and Intentional Responding 14Tuning Into the System 18Acknowledging the Whole 23A Word About Non-Mindful Practice 28Part 3 Field Guide—The External Practices 29Introduction 29Attractor 30Edge and Tension 34Container 40Transforming Space 45External Practices Self-Audit 51Part 4 Field Guide—The Change Approaches 55Introduction 55Masterful 56Emergent 62Directive and Self-Assembly Change 68Assessing Your Approach to Change 71Part 5 Field Guide—The Ordering Forces 77Leading Change—Ordering Forces Insight 77Time 77Belonging 81Belonging— How Well Do You Attend to This? 81Tale From the Field: Time and Belonging—Mergers and Acquisitions 82Exchange 86Place 90A Word About Limiting Forces: What Happens When the Ordering Forces Are Neglected? 94Still Moving—Epilogue 95Index 97

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