American Management Association 197
www.amanet.org
accommodating style, in con ict resolu-
tion, 63–64
accountability, 40
action items, in strategic portfolio align-
ment, 165, 166–167
action learning research, 22, 29
action- re ection cycles, 34, 45–47, 169–170
Adaptive Software Development, 35
AEIOU mnemonic, in con ict resolu-
tion, 65
After Action Review (AAR; U.S. Army),
27, 40
action- re ection cycles in, 34
before- action planning in, 30, 31
facilitation of, 30
importance of re ection and, 30–31
questions addressed in, 30–31
Agile Manifesto (Beck et al.), 32
agile software development, 31–33
action- re ection cycles and, 34
advantages of, 33
extent of use, 31
impact of, 33
methodology of, 32–33
nature of, 2, 32
principles of multi- level learning and,
35–40
Scrum and, 32–33
“waterfall” approach versus, 32, 36–37,
139, 162
alignment
in brokering role, 66, 77–78, 82–83, 152
see also strategic portfolio alignment
annual performance objectives, in strategic
portfolio alignment, 154
Antoni, Marc, 22, 116, 173, 175–177
appreciations
in continuous project improvement, 134
in strategic portfolio alignment, 165
apprenticeship, 179–180
Argyris, Chris, 19, 25–26, 51, 54, 56–57, 59,
74, 112
Arthur, M. B., 114, 188
artifacts
in continuous project improvement, 133
in strategic portfolio alignment, 165
attacking behaviors, in con ict resolution,
65
avoidance mechanisms, 19–21, 39
avoiding style, in con ict resolution, 63–64
Ayas, Karen, 174, 178, 188
barriers to cross- project improvement, 98,
103–109
changes in project personnel, 49–50,
70–71, 105–106
fear of publicly airing mistakes, 106–107
lack of access to past lessons learned,
109
lack of direct authority, 103–104, 110
INDEX
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