Index
191
of rulers, 80–81, 171n13
stakeholder analysis of, 58
understanding force field of,
82–84, 87
pragmatism, 76, 87, 94, 115, 133,
142–144
Prince, The (Machiavelli), 72, 78, 92
Princeton Theological Seminary,
53
probabilities, in decision making,
32, 34, 162n34
process
focus on, 26–29
getting right in arriving at
what you can live with, 136,
138–139
keeping fluid and flexible,
87–89
Mullen and Tysabri drug case
study and, 88–89
profit maximization, 55, 56–57,
58, 167n17
realism, 76, 79, 81, 92, 94
relationships
Eastern and Western traditions
on, 100
evolutionary theory on, 101
Feuerstein and Malden Mills
case study and, 99
“great chain of being” and, 100
humans as social beings and,
101–102
Martin Luther King Jr. on,
100–101
network of mutuality and,
100–102
scientific theories on, 101–102
shared norms and values and,
104–107
who we are question and, 97–99
Yahoo!’s role in Chinese
arrest case and, 102–105,
116–117
Renaissance, 11, 72, 92, 100, 148,
149, 162n23
resilience, steps for testing, 81–92
responsibility, in decision making
corporate, 51, 55, 58, 61, 74, 85,
119, 123, 141
doing and acting as part of,
118–119
“living with” decisions and,
122–123
Machiavelli on, 80, 81, 91
personal sense of, 25, 49, 122
return on investment (ROI), 57
Rich, Adrienne, 113
rights, 164n5, 165n9, 166n13
duties and, 47–48, 52
gun control and, 70
of patients, in clinical trials, 94
right to privacy, 69
risk
analysis of, 17, 40, 55
Feuerstein and Malden Mills
case study and failure to
consider, 59
risks from new drug in clinical
trials
human duty to avoid, 62
Index.indd 191 11/06/16 9:36 AM
Index
192
risks from new drug in clinical
trials (continued)
managers’ duties to shareholders
when considering, 55–56
Mullen and Tysabri drug case
study on, 51, 63, 88–89, 94
patients’ right to decide about,
52
Roman Catholic Church, 37, 46,
149, 164n5, 174n11
Rome, ancient, 47, 73, 77, 136,
137, 148
Sartre, Jean-Paul, 128, 177n10
self-command, 31
self-enhancement bias, 26
self-understanding, 128–129
Selznick, Philip, 102
Seneca, 47
Shakespeare, William, 129, 131–132
Shi Tao, 103–105, 116–117
Sloan, Alfred P., 125–126, 130, 136
Smith, Adam, 64–65, 66, 165n8,
168n27
“soft power,” 172n18
Spiritual Exercises of St. Ignatius of
Loyola, 130
stakeholder analysis, 58–59,
167n20
stakeholders
core obligations question and,
58–60
Feuerstein and Malden Mills
case study and, 59
gray area problems and, 1
managers’ duties to, 58–59,
167n23
Mullen and Tysabri drug case
study and, 59–60
Stalin, Joseph, 40–41, 68, 127,
163n30
status theory, 164n5
stories
of organizations, 113–115
understanding ourselves
through, 111–113
struggle, as part of decision-making
process, 134–136
Sun Tzu, 78–79
tempered intuition and, 130,
131
Tennyson, Alfred, Lord, 77, 156,
158, 171n10
termination, Thompson-Wilson
HR case study on, 60–61, 62,
65, 68, 85, 135–136
Terrence, 148
Theory of Moral Sentiments, The
(Smith), 64–65, 168n27
Thompson, Kathy (HR case
study), 60–61, 62, 65, 68, 85,
135–136
trade-offs in decisions in gray
areas, 32, 69–70, 134
Tragedy in Five Acts, A (Addison),
136
trial decision, 136–139
Truman, Harry S., 44–45, 49,
60, 70
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Index
193
Twain, Mark, 76–77
Tysabri (drug). See Mullen,
Jim, and Tysabri drug
case study
unconscious forces in decision
making, 24
US Food and Drug Administration
(FDA), 50, 82–83, 88
US Marine Corps, 13
Upanishads, 100
values, and communities, 8, 103,
104–107, 133, 140, 145
Vico, Giambattista, 79–80
Vioxx (drug), 83
Wealth of Nations, The (Smith), 64,
168n27
what can I live with question, 8,
121–145
classical philosophers on,
124–125
confidence in getting process
right in, 136, 138–139
critical step for resolving gray
areas by creating answer
with, 121
danger in using, 127–128
explaining decision and moving
ahead in, 139–141
manager’s character and
judgment and, 123–127
meaning of “live with” in,
122–123
pausing to reflect on final
decision and, 131–132
practical challenges in, 127–130
practical guidance in, 130–141
present self and future self in,
136–137
self-understanding needed for,
128–129
Sloan’s approach to, 125–126, 130
struggle as part of process of,
134–136
tempered intuition and, 130,
131, 136
Thompson-Wilson HR case
study and, 135–136
time pressure and, 130–131
trial decision and, 136–139
using all five questions together
to arrive at, 132–134
what will work in the world as it
is question, 8, 71–94
being modest, flexible, and
opportunistic in, 84–87
Doriot’s practical wisdom in,
71–72
fluid and flexible process in,
87–89
Friedman-Fletcher case study
on, 74–76, 81, 82, 83, 85,
86–87, 90, 91, 92, 93
Machiavelli’s perspective on,
72–73, 74, 78
necessity to see world as it is in,
73–76
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Index
194
what will work in the world as it
is question (continued)
need to move ahead in, 91–92
playing hardball in, 89–91
power and interest in, 82–84
practical guidance in, 81–92
resilience test steps in, 81–92
using with other questions, 93–94
views of human nature and,
76–80
who we are question, 8, 95–120
“art of sensing the whole” in, 108
Eastern and Western traditions
on, 100
explaining yourself exercise
and, 116–118
gray area problems and, 96,
104–107
humans as social beings and,
101–102
key experiences and stories of
organizations and, 115, 118
Martin Luther King Jr. on,
100–101
network of mutuality and,
100–102
organization’s story and,
111–115
practical challenges in, 102–106
practical guidance in, 106–118
relationships and, 97–99
scientific theories on, 101–102
seeking simplicity and clarity in
gray areas in, 118–120
shared norms and values and,
103, 104–107
traditional analysis not used in,
108–109
understanding self-interest in,
109–111
using first three questions
before starting to resolve,
106–107
Yahoo!’s role in Chinese arrest
case and, 102–105, 116–117
Whyte, William, 95–96, 116
Wilson, Alisha (HR case study),
60–61, 62, 68, 135–136
Wilson, E. O., 66
World War II, Truman’s order on
atomic bombs during, 44–45,
49, 60, 70
Yahoo!, 102, 103–105, 116–117
Yang, Jerry, 102–103, 117
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