ABSTRACT
The neuro-linguistic programming paradigm provides a set of filters through which change leaders may direct their attention inwardly and outwardly and act towards the world in general. A critical aspect of change leadership is building a culture of organizational learning. An important conscious leadership capability is recognizing other people's maps and being curious to understand the positive intentions that lie behind their construction. Rapport builds trust and strengthens relationships which, during periods of intense change, are critical human resources. The basis of dialogue is built upon tolerating and seeking to understand the maps that stakeholders create and establishing psychological safety in groups so that our maps can be understood and respected and given recognition. The number one fault line that dominates the change management literature is the idea that change failure results from poor communication between key stakeholders. By looking at every situation in-terms of 'feedback' leaders can maintain an open mind and a curious attitude which permits curious investigation.
