Social Scientist Kurt Lewin said, "No research without action, and no action without research." Too much of the current DEI (diversity, equity, and inclusion) approach is insight-based instead of action-based. Even though institutional racism is identified as the root problem, the change effort is focused on looking inward for bias instead of taking action to eliminate institutional racism and other isms. A Lewinian approach, in contrast, is balanced. What people think is important, but no more important than what people do. If you bring people together to change things, this will change what people think! We don't need therapy nearly as much as we need action based on dialogue! Instead of spending your energy soul-searching for evidence in your thoughts and behaviors that you have unconscious biases, this book helps put your energy into doing something practical about racism. To get there, this book uses Lewin's social science to build a framework for sorting through the many approaches to and positions held on race, racism, diversity, and related topics. While the framework is and must be applicable to any prejudice, systemic or individual, the bulk of this exploration is focused on racism, which to a large degree has become the primary social justice focus of our times. Painfully aware that conversations about race can easily deteriorate into polarization, the author lays a path toward finding common ground.

Social Scientist Kurt Lewin said, "No research without action, and no action without research." Too much of the current DEI (diversity, equity, and inclusion) approach is insight-based instead of action-based. Even though institutional racism is identified as the root problem, the change effort is focused on looking inward for bias instead of taking action to eliminate institutional racism and other isms. A Lewinian approach, in contrast, is balanced. What people think is important, but no more important than what people do. If you bring people together to change things, this will change what people think! We don't need therapy nearly as much as we need action based on dialogue! Instead of spending your energy soul-searching for evidence in your thoughts and behaviors that you have unconscious biases, this book helps put your energy into doing something practical about racism. To get there, this book uses Lewin's social science to build a framework for sorting through the many approaches to and positions held on race, racism, diversity, and related topics. While the framework is and must be applicable to any prejudice, systemic or individual, the bulk of this exploration is focused on racism, which to a large degree has become the primary social justice focus of our times. Painfully aware that conversations about race can easily deteriorate into polarization, the author lays a path toward finding common ground.

This book weaves together spirituality and a systemic version of emotional intelligence that incorporates Kurt Lewin's social science and other sources. Emotional intelligence calls on us to be fully present "to the moment." It calls on us to be appreciative of ourselves and our relationships. Likewise, a calm and compassionate presence is almost universally recognized as a spiritual way of being. In other words, the overwhelming majority of the world's spiritual sources call on us to be emotionally intelligent and that link is explored with unique clarity in this simple yet powerful text. We are all reactive at times. Becoming more objective and less attached allows us to feel our feelings without being a prisoner to acting on them in habitual ways. From a more detached perspective, feelings are neither good nor bad, but simply clues as to how we are perceiving our environment, especially our social environment. This is especially important in terms of our relationships at work. Our perceptions about what people intend trigger our emotional reactions. Think about the difference when you perceive critical feedback as a sincere attempt to help or when you perceive it as an attack of some sort. Perception evokes different emotional responses. Objectivity about our own perception is even more important than objectivity about emotion, because the former usually precedes the later. Paradoxically, being detached allows one to appreciate and experience one's emotions more fully. Recognizing emotion as part of your inner guidance system instead of as something dangerous that must be controlled or denied is freeing. The less emotion runs you, the more you can accept feeling what you feel. Emotion is a form of physical energy. Fighting your own feelings takes energy. Allowing the ebb and flow of emotion is essential to physical and emotional health and to accepting ourselves as we are.

This book weaves together spirituality and a systemic version of emotional intelligence that incorporates Kurt Lewin's social science and other sources. Emotional intelligence calls on us to be fully present "to the moment." It calls on us to be appreciative of ourselves and our relationships. Likewise, a calm and compassionate presence is almost universally recognized as a spiritual way of being. In other words, the overwhelming majority of the world's spiritual sources call on us to be emotionally intelligent and that link is explored with unique clarity in this simple yet powerful text. We are all reactive at times. Becoming more objective and less attached allows us to feel our feelings without being a prisoner to acting on them in habitual ways. From a more detached perspective, feelings are neither good nor bad, but simply clues as to how we are perceiving our environment, especially our social environment. This is especially important in terms of our relationships at work. Our perceptions about what people intend trigger our emotional reactions. Think about the difference when you perceive critical feedback as a sincere attempt to help or when you perceive it as an attack of some sort. Perception evokes different emotional responses. Objectivity about our own perception is even more important than objectivity about emotion, because the former usually precedes the later. Paradoxically, being detached allows one to appreciate and experience one's emotions more fully. Recognizing emotion as part of your inner guidance system instead of as something dangerous that must be controlled or denied is freeing. The less emotion runs you, the more you can accept feeling what you feel. Emotion is a form of physical energy. Fighting your own feelings takes energy. Allowing the ebb and flow of emotion is essential to physical and emotional health and to accepting ourselves as we are.

-- Best methods (as proven by research) for organization leadership - effectively apply Lewin and you will get high performance, morale, and improvement in your targeted goals. -- Best methods (as proven by research) for social change - effectively apply Lewin and you can alter entrenched problems such as racism and sexism. -- First book to assemble and contextualize Lewin's source materials and make them accessible to a broad public. -- Must reading in any organization development training program especially those focused on workplace culture. -- Introduces Lewin in a new way, both simplified yet substantial enough to guide anyone who is trying to plan change, whether at the individual, group/team, organizational, or societal level.

-- Best methods (as proven by research) for organization leadership - effectively apply Lewin and you will get high performance, morale, and improvement in your targeted goals. -- Best methods (as proven by research) for social change - effectively apply Lewin and you can alter entrenched problems such as racism and sexism. -- First book to assemble and contextualize Lewin's source materials and make them accessible to a broad public. -- Must reading in any organization development training program especially those focused on workplace culture. -- Introduces Lewin in a new way, both simplified yet substantial enough to guide anyone who is trying to plan change, whether at the individual, group/team, organizational, or societal level.

Leadership is poorly understood because human systems are poorly understood. Like the "flat earth" theory of old, modern work culture is limited by a paradigm in which problems are understood as "clashes of personality,"' and blame is directed at the superficial level of individuals, groups, and structure. Leadership Can Be Learned: Clarity, Connection, and Results charts the course to a new paradigm of leadership and systems and how to leverage the relationship between the two. Leadership can be learned because it is a combination of art and science. Ultimately, high- performance culture and high-performance leadership mirror each other, and leaders must use their own unique strengths to foster both. Gilmore Crosby guides the reader by breaking the topic into four powerful sections. The first focuses on the transformational leadership model of Dr. Edwin Freidman, the second describes the systems theory from which that leadership model emerged, the third offers a unique exploration of emotional intelligence and critical interpersonal skills related to leadership, and the fourth and final section applies all the previous sections to attaining organizational results. This book: Delivers a clear how-to guide for leading organizations to higher performance Helps each reader understand, respect, and rise above their own authority issues Conveys a proven approach to life-long self-development so readers can continue to mature in a more objective, non-defensive, and intentional manner. In addition, it provides the skills and framework for applying this approach to effectively coaching and developing others Describes how leaders can be more effective in their interpersonal, group, and large-system interactions Teaches the approach through an engaging mix of historical examples, lessons learned through the author's experience, quizzes, and metaphors. Provides a solid foundation for leadership development programs With this book, readers will gain a new understanding of themselves and of human systems and learn how, in the words of Gandhi, to "be the change they wish to see in the world" so they and their colleagues can attain and sustain world-class results.