Discover fundamental principles of high-stakes change and organizational transformationThe "primes" are universal and unavoidable patterns of group behavior that emerge whenever people attempt to transform systems or collaborate to solve complex problems. Every change agent has felt their effect, but few can recognize, anticipate, and manage them. Unacknowledged, the primes can put any leadership agenda at risk. Once mastered, the primes become a force that drives intended outcomes. The Primes is a field manual for anyone ready to step up to serious challenges, predict and manage inevitable problems, create a brighter future, and produce extraordinary results.An essential guide for 21st century problem solvers and change agents, The Primes unveils 46 universal secretsof how to:Tackle complex problems successfully and deliver extraordinary results on timeForge lasting consensus among competing interests and keep teams focused and productiveRecognize and eliminate the most destructive forces in an organizationEstablish cultures of integrityThe Primes gives leaders the edge they need to succeed. Once the primes are revealed, you'll see them everywhere! INDICE: INTRODUCTION xxvPART 1: UNIVERSAL PATTERNS OF LEADING IN UNCERTAIN TIMES 1How do some people, organizations, and coalitions thrive in uncertaintimes? What enables them to appear so certain and take decisive action amid ambiguity about the future?CHAPTER 1 - BEING CLEAR ON WHAT’S REALLY IMPORTANT3How did you decide how you spent your time yesterday? What criteria are you using to allocate your time tomorrow?LEADING 5Does being called a ‘‘leader’’ mean you are ‘‘leading’’? What does ‘‘leading’’ mean?IN-ON 9Are you seduced by working ‘‘in’’ the business at the expense of ‘‘on’’ it?CHANGE VERSUS TRANSFORMATION  13Are you fixing or creating?CHAPTER 2 - BEING INTENTIONAL AND GOING FIRST 18What are you committed to making happen and by when? What does ‘‘committed’’ mean? What does your commitment mean to others?INTEGRITY 21Does your ‘‘yes’’ really mean‘‘yes’’?TRUST THE UNIVERSE  25Is your vision limited to what you’ve already seen?DECLARATION 29Are you willing to live unreasonably?CHAPTER 3- ENROLLING OTHERS 32Can you call people, from disenfranchisement and mere compliance, to their highest level of commitment?DYNAMIC INCOMPLETENESS  35Can you create a vision that is compelling because of what it says and at the same time inviting—for what it leaves yet to be said?ENNOBLEMENT  39Does your vision elevate people in degree and excellence and respect and inspire them to act boldly?POWER 45Do you know how to turn strangers, competitors, cautious allies, and suspicious stakeholders into powerful, outcome-driven coalitions?PART 2: UNIVERSAL PATTERNS OF POWERFUL ALLIANCES 47How do you generate unprecedented power within the group? Is this question all that important to you?CHAPTER 4 - GAINING SHARED PERSPECTIVE 49Everyone claims to value diversity.Can maintaining diverse perspectives ever be a bad thing?BLIND MEN AND THE ELEPHANT  51How do you help people to see the ‘‘whole thing’’?LEVELS OF PERSPECTIVE  55How do you help people to see the same ‘‘whole thing’’?S-CURVES  59How do you lead people to a shared sense of now?CHAPTER 5- ESTABLISHING SHARED INTENT 62How do you lead the group to be intentional?CORE PRIME 65How do you help the group to focus on the right things and feel urgent about acting?PARITY  73What is the right ratio of analyzing versus imagining?STAKE  77How do you get the group ‘‘all in’’?CHAPTER 6 - TAKING COORDINATED ACTION 80How do you get the group to do everything persistently about a few critical things versus doing a few things about everything?COHESION  83Cohesion is an unnatural state for a group. How good are you at establishing and sustaining it?REDPOINT  85A good question to ask is, ‘‘What is important to do?’’ A better question is, ‘‘Of all the importantthings we could do, what are the fewest, most important?’’MUDA  93Can you distinguish ‘‘non-value-added activity’’? How much of your group’s resources is it consuming?PART 3: UNIVERSAL PATTERNS OF OUTSTANDING GROUP PERFORMANCE 96What do high-performance groups know and do that low-performance groups do not?CHAPTER 7 - MAKING DECISIONS  98What does the word ‘‘decision’’ actually mean? How are decisions made?LEADERSHIP SPECTRUM  101Are you the kind of leader who likes to facilitate consensus? The right answer is, ‘‘That depends.’’CONSENSUS  105Are you still using the traditional definition of consensus? Are you aware of how destructive the traditional definition is?OPEN-CLOSE-DECIDE  109How do groups actually make decisions?CHAPTER 8 - BUILDING AN INTENTIONAL CULTURE 113Quick—what does ‘‘culture’’ mean? There are consequences to using more than seven words to define culture.CULTURE 115Culture happens. You shape it or it shapes you. How good are you at shaping a culture?CONGRUENCE  119What is the dark side of a statedculture?FEEDBACK AS CARING  123How good are you at giving it? How good areyou at getting it? Why does it matter?CHAPTER 9 - SOCIAL CONTRACTING AND ACCOUNTABILITY WITHIN THE GROUP  126How do peers give each other commands?REQUEST  129Why saying ‘‘no’’ protects your saying ‘‘yes.’’TRUST  133We all say how important trust is. What is trust? How do you generate it and how do you destroy it?BREACH  137What do you do when your ‘‘yes’’ turns out to be a ‘‘no’’?CHAPTER 10 - SAYING AND NOT SAYING; LISTENING AND NOT LISTENING  140How do high-performance groups sound?PERIMETER 143How small a fence have you built around what can and cannot be said?FACTS, STORIES, AND BELIEFS  147Can you distinguish facts from stories from beliefs? Do you use facts the way a drunk uses a lamp post—for support versus illumination?GOSSIP 151What is it? What makes it so destructive? How do you stop it?PART 4: UNIVERSAL PATTERNS OF GROUP FAILURE 153How good are you at anticipating, avoiding, and slaying the dragons that inevitably show up and threatenyour group and the outcomes your group is standing for?CHAPTER 11 - OVERCOMING RESISTANCE  155Are you okay with favoring some people and ignoring others?LAGGARDS 157Do you know how to starve ‘‘possibility killers’’?FRAGMENTATION  161How skilled are you at overcoming resistance from the powerful middle?SAME-DIFFERENT  165Everybody’s special. Really?CHAPTER 12 - MANAGING INTRACTABLE DILEMMAS  168How do you end a never-ending argument?BIG HAT-LITTLE HAT 171What do you do when the needs of the many conflict with the needs of the few?RIGHT VERSUS RIGHT  175Resolving conflicts about right and wrong is child’s play. How skilled are you at resolving matters of right versus right?RESOLUTION PRINCIPLES  179Right versus right arguments have been going on forever. What can we  learn from our ancestors?CHAPTER 13 - AVOIDING TRIPPING HAZARDS 181Tripping hazards are easier to avoid when you know where they are. When it comes to working in groups, can you see them coming?CHASE-LOSE  183Chase teamwork, leadership, morale, and culture and you will surely lose them all.PROCESS-CONTENT  189You can run the process. You can contribute to content. Pick one.SHAPE SHIFTING 191How to destroy your power in groups.CHAPTER 14 - REFUSING TO HIDE OUT 194We all live our lives trying to avoid embarrassment. Can you recognize when you and your group are hiding out and playing safe?VICTIM-LEADER  197What does ‘‘going victim’’ sound like?COURT-LOCKER ROOM  199Do you find planning to be a near-death experience?CONFUSION  203Why is confusion such a wonderful way of being?PART 5: UNIVERSALPATTERNS OF THRIVING IN AMBIGUITY 205How do you stay healthy when the worldis sick?CHAPTER 15 - AVOIDING BRIGHT AND SHINY OBJECTS AND SQUIRRELS 206How do you manage distractions?A CLEARING 209How skilled are you at creating nothing?ISSUES FORWARD  213Looking behind and looking ahead are both important.What is the right ratio?CHAPTER 16 - TAKING GREAT CARE OF YOURSELF  216Canyou give up coming from ‘‘something is wrong’’?COMMITMENT VERSUS ATTACHMENT  219Why saying ‘‘This project makes me so frustrated’’ is irrational.BE  223How good are you at cutting grass when you are cutting grass?CONCLUSION: NOWWHAT? 226NOTES  228INDEX OF THE PRIMES  237ABOUT THE AUTHOR 239
- ISBN: 978-1-118-17327-5
- Editorial: John Wiley & Sons
- Encuadernacion: Rústica
- Páginas: 272
- Fecha Publicación: 18/04/2012
- Nº Volúmenes: 1
- Idioma: Inglés