Chapter 5 discusses the benefits of organizing through small cross-functional teams over hierarchal forms and chapter 6 talks about examples of strategy and how emotion and other previously mentioned themes can have an impact for good or ill.  There is nothing particularly new in either of these chapters.

The topic of chapter 7 is change and change management.  Jacobs addresses this subject through previously introduced topics.  He suggests leading change by changing the paradigm and avoiding negative relationship dynamics.  Because we often think of organizations like machines (he calls this Aristotelian logic) rather than mindful thinking people, the best path to change can often seem counter-intuitive rather than direct.

In chapter 8 Jacobs talks about transformational leadership (as opposed to transactional leadership).  The idea of a transformational approach is consistent with the main themes of this book, but I think it can be better viewed by looking at the distinction between leading and managing (See the subsection Leadership versus management in the Wikipedia leadership article).  Jacobs’ ideas of Socratic management de-emphasizes power relationships while emphasizing vision and empowerment.  This makes the distinction between leading and managing to almost nil.  His 5 key actions of leadership reads like a summary of the book in actionable terms (paraphrased):

1. Transform the way people think; shift the paradigm
2. Make it Participative;
3. Convey an aspirational vision
4. Tell the Story: Use the power of narrative
5. Create focus and urgency