ABSTRACT
This chapter focuses on the examples of two leaders who had the courage to take the initiative and act as catalysts for doing things better or doing things differently, influencing the performance climate and performance environments for new ways of working to emerge. Payne and Keep observe that paralysis can be the result of looking into the abyss at the apparently overwhelming challenge of the change. It can take the courage to challenge and initiate change in the face of complexity and resistance. Martin explains integrative thinking as the ability to look beyond the apparently obvious, adopting a systematic perspective to problem-solving that takes into account non-linear relationships among variables and tensions among available options. Online learning communities can be created to discover the good practice research, to act on it and to reflect on it together, sharing sources and insights for the mutual benefit.
