I am preparing to write a new book called Visual Consulting: Designing & Leading Change, potentially as a fourth in the Wiley visual leadership series. This one will be co-authored by The Grove’s VP of Global Learning, Gisela Wendling, Ph.D., an expert on personal and organizational transformation. It seems right that after so many changes in our own lives, that we focus now on our learning about change, and engage the exploding global network of visual practitioners about how to become skilled consultants with this orientation. Our leading of The Grove’s new Designing & Leading Change workshop the past two years is fueling this new project.
Writing is a powerful act of reflection and letting go. Somehow the symbols, prepared in the right way, provide doorways for others’ imaginations, not just my own. Tight integration of words and images helps a lot. Visual Meetings was a worldwide best seller. It stimulated an eruption of interest in visual facilitation and supported literally dozens of startup consulting firms. Visual Teams (my own favorite) was as thorough an explication of the archetypal processes underlying group work that I could visually and textually describe. It’s the doorway to understanding Arthur M. Young’s theory of process—the operating system behind all of The Grove tools. Visual Leaders went full color, and makes the case for managers and leaders being visually literate. (If you haven’t seen or read these books you should. They are unreservedly filled with field tested principles and practices).