Our book The Leader’s Edge is a description of leadership practices for navigating complex challenges in a turbulent world. Visual Explorer emerged from the Leading Creatively research project on which the book is based. A summary of the book is Leading creatively: The art of making sense.
The Leadership Explorer™ approach of putting tactile, visual tools into the middle of a collaborative conversation, all aimed at better leadership, is described in the book. Our article on mediated dialogue is Putting something in the middle: An approach to dialogue (Palus & Drath, 2001, Society for Organizational Learning). Mediated dialogue is a key art for developing leadership in an interdependent world.
Articles on dialogue, and the art of making sense, using Leadership Explorer tools:
Making Common Sense: Leadership as Meaning-Making in a Community of Practice. Drath & Palus, 1994, CCL Press.
Exploration for Development: Developing Leadership by Making Shared Sense of Complex Challenges. Palus, Horth, Pulley & Selvin, 2003, Consulting Psychology Journal.
Further reading: Leadership Explorer™ tools used for organizational change and developing leadership cultures:
Hughes, R.L., Palus, C.J., Ernst, C., Houston, G.G. & McGuire, J.B. (2011). Boundary spanning across leadership cultures: A leadership strategy for the comprehensive approach (Ch 8). In Neal., D.J. & Wells II, L. (Eds.) Capability development in support of comprehensive approaches: Transforming international civil-military interactions. Center for Technology and National Security Policy, Institute for National Strategic Studies, National Defense University, Washington DC.
Drath W., Palus, C.J., . & McGuire, J.B. (2010). Developing an interdependent leadership culture. In C. D. McCauley, & E. Van Velsor (Eds.), The Center for Creative Leadership Handbook of Leadership Development, 3rd Ed. San Francisco: Jossey-Bass.
McGuire, J.B., Palus, C.J., & Torbert, W.R. (2007). Toward interdependent organizing and researching. In Shani, A.B Mohrman, S.A., Pasmore, W.A., Stymne, B., & Adler, N. (Eds.). Handbook of Collaborative Management Research. Sage Publications. 123-142.
Palus, C.J., McGuire, J.B., & Ernst, C. (2011). Developing interdependent leadership. In S. Snook, N. Nohria, & R. Khurana (Eds.). The Handbook for Teaching Leadership. Thousand Oaks, California: Sage Publications with the Harvard Business School.
Palus, C.J., & Horth, D.M. (2007). Visual Explorer. In Holman, P., Devane, T., & Cady, S. (Eds.). The Change Handbook: The definitive resource on today’s best methods for engaging whole systems (2nd Ed.). San Francisco, CA: Berrett-Koehler Publishers.
Palus, C.J., & Horth, D.M. (2004). Exploration for development. In McCauley, C.D., & Van Velsor, E. (Eds.). The CCL Handbook of Leadership Development (2nd Ed.). San Francisco, CA: Jossey-Bass. 438-464.
Barner, Robert W. (2011). Applying visual metaphors to career transitions. The Journal of Career Development, February 2011, vol. 38, no. 1, 89-106.
Palus, C.J. (2006). Artful coaching. In Ting, S., & Scisco, P. (Eds.), The CCL Handbook of Coaching: A Guide for the Leader Coach. San Francisco, CA: Jossey-Bass. 259-285.
More on developing interdependent leadership cultures, boundary spanning leadership, and the DAC framework:
Drath, W.H. (2001).The deep blue sea: Rethinking the source of leadership. San Francisco, CA: Jossey-Bass.
Drath, W.H., McCauley, C.D., Palus, C.J., Van Velsor, E., O’Connor, P.M.G., McGuire, J. B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. Leadership Quarterly, 19, 635-653.
Boundary Spanning Leadership, a CCL White Paper, Jeffrey Yip, Chris Ernst, and Michael Campbell.
Fisher, D. & Torbert, W. 1991. Transforming managerial practice: Beyond the Achiever stage. In R. Woodman & W. Pasmore (Eds.) Research in Organizational Change and Development (vol. 5). Greenwich CT: JAI Press.
Kegan, R. (1994). In Over Our Heads: The demands of modern life. Cambridge, MA: Harvard University Press.
Kegan, R., & Lahey, L. L. (2001). How the way we talk can change the way we work: Seven languages for transformation.San Francisco: Jossey-Bass.
McCauley, C.D. (2011). Making leadership happen. Center for Creative Leadership White Paper Series.
McCauley, C.D., Palus, C.J., Drath W., Hughes, R.L., McGuire, J., O’Connor, P.M.G., & Van Velsor, E. (2008). Interdependent leadership in organizations: Evidence from six case studies. CCL Research Report no. 190. Greensboro,NC: Center for Creative Leadership.
McCauley, C.D., Drath, W.H., Palus, C.J., O’Connor, P.M.G., & Baker, B.A. (2006). The Use of Constructive-Developmental Theory to Advance the Understanding of Leadership. Leadership Quarterly. 17:634-653.
McGuire, J.B., & Rhodes, G. (2009). Transforming your leadership culture. San Francisco, CA: Jossey-Bass.
McGuire, J.B., Rhodes, G., & Palus, C.J. (2008). Inside out: Transforming your leadership culture. Leadership in Action, 27(6), 3-7.
Petrie, Nick (2011). Future trends in leadership development. White Paper Series, Center for Creative Leadership. Greensboro, NC.
Palus, C.J., McGuire, J.B., & Rhodes, G. (2010). Evolving your leadership culture. In 2010 Pfeiffer Annual : Leadership Development, David L. Dotlich, Peter C. Cairo, Stephen H. Rhinesmith (Eds.). San Francisco: Pfeiffer.
Torbert, B. & Associates (2004). Action inquiry: The secret of timely and transforming leadership. San Francisco: Berrett-Koehler.
Van Velsor, E., McCauley, C. D. (2004). Our view of leadership development. In C. D. McCauley, & E. Van Velsor (Eds.), The Center for Creative Leadership Handbook of Leadership Development, 2nd Ed. (pp. 1-22).San Francisco: Jossey-Bass.
Wilber, K. (2000). Integral Psychology. Boston MA: Shambala.
Imagining the future of leadership, Harvard Business Review blog: A declaration of interdependence