Abstract
Why adapt? Moving on from the ‘empty quarter’ conclusion of the first chapter, the essential motivation or change which needs to be accepted is pinpointed before even embarking on a journey into such unexplored territory. Hobbs gives a brief outline of a research project undertaken as a mediative inquiry between supply/demand experts. It then moves into the first of five stages of the Adaptive Learning Pathway for Systemic Leadership, all stages of which go back to the basics of ‘what matters?’ There is a single resource of Jake Chapman’s ‘System Failure’ signposted for this initial stage which is necessary before change is likely to be embarked upon. The operational principle for thinking differently is collaborative learning: the chapter concludes with the associated key facet of systemic leadership for this principle.
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Hobbs, C. (2019). Thinking Differently Matters. In: Systemic Leadership for Local Governance. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-08280-2_2
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DOI: https://doi.org/10.1007/978-3-030-08280-2_2
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