ABSTRACT
This part introduction presents an overview of the key concepts discussed in the second part of this book. The part contains the central propositions of Systems Leadership. It proposes a set of general principles about human behaviour relevant to all relationships including work organisations. Like the outer layers of an onion, these principles form the context that surrounds the more specific relationships in organisations. The part examines how important it is to recognise other people's view of the world so that we see people as people rather than as objects to be manipulated. It argues that there are three main tools that can be used in behavioural change: Systems, Symbols and Behaviour. The part examines the difference between relationships that are built on authority rather than power and finally, strongly argue for the need for clarity if we are to create productive social cohesion.
