of trust and one voice as a team. By focusing on and expecting a team to build such a culture, leaders can significantly influence the team dynamics and are far more likely to achieve a shared purpose.That achievement becomes most crucial to effectively address complex challenges that are the norm in today’s business environment. An emphasis on effective communicating to produce generative team dynamics is a significant element of the inviteCHANGE approach. A key to transform a telling style of leading into an asking style based upon listening for learning, arises from the skill and patience for reflection, especially when faced with ambiguous and volatile circumstances. A short pause to reflect on what’s changed that disrupted the path to the results always reveals one of three influencers: 1. a faulty principle underpinning the decision to act; 2. a limiting belief motivating that principle and; 3. a known problem data dismissed as irrelevant and were indeed relevant. Reflecting by being curious with everyone in the situation facilitates faster analysis of the disruption and faster new choices to pursue. This flow of reflection describes what inviteCHANGE teaches as the Vehicle for Generative Change, a concept that is crucial for leaders to understand and apply in their leadership roles. The research behind the inviteCHANGE Generative 7 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 inviteCHANGE
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