Content
Part I. Forging Ahead: The Quest for Knowledge
Chapter 1. Intelligence on Intelligence and the Development of Intellectual Capital
by Tony Buzan
Intellectual Capital and Mental Literacy
The Awakening of a Sleeping Giant
Chapter 2. Organizational Renewal: Overcoming Mental Blind Spots
by Paul J. H. Schoemaker, Ph.D.
Chapter 3. The Creativity and Commitment Connection
by Amarjit Chopra
A Quick Overview of the Process
Chapter 4. The Negotiation Revolution
by William Ury
Negotiation Is a Growth Industry
Negotiation: A Core Competency
Chapter 5. The Role of Chaos in the Creation of Change
by John J. Scherer
Possibility: The Mother of Change
Chaos: The Birth Passage for Creative Change
Chapter 6. Fundamentalism and Panaceas
by Russell L. Ackoff
Part II. Facilitating Change: the Leader's Role
Chapter 7. Leadership in the Networked Economy
by Albert A. Vicere
The Changing Leadership Landscape
Chapter 8. The Organizational Change Leader
by W. Warner Burke
Four Phases of Organizational Change and the Leader's Roles
Chapter 9. Entrepreneurial Leadership: Building Capacity for Speed, Risk, and Continuous Innovation
by Joel R. DeLuca
The Emerging Convergence of Two Ships
Dynamic Stability: A Basis for Entrepreneurial Leadership
A Working Model of Entrepreneurial Leadership
The Potential Value of the Model as a Working Guide
Key Counterintuitive Behaviors of Entrepreneurial Leaders
How the Business Playing Field Is Shifting
Chapter 10. Leadership: Reflections and Learnings
by Robert Terry
A Consciousness-Competence Frame
Beyond Spirituality in the Workplace
Chapter 11. Experience Is Still the Best Teacher
by Michael M. Lombardo and Robert W. Eichinger
Chapter 12. Polarity Management: One Tool for Managing Complexity and Ambiguity
by Barry Johnson
Effective Leaders Manage Complexity and Ambiguity
A Multipurpose Swiss Army Knife for the Leader's Toolbox
How Is this Tool Used? Two Application Stories
Polarity Management—A Summary Introduction
Chapter 13. Facing the Paradoxes of Leadership: Eight Rules
by Peter Koestenbaum
Do Not Rationalize but Feel the Pain
Alternation Beats Prioritizing
Paradoxes Provoke the Mind to Breakthroughs
Each Choice Changes Your Environment
Chapter 14. Human Influence
by Charles E. Dwyer
Values, Perceptions, and Behavior
Problems with the Negative Approach
Application of the Five-Step Model
Part III. Making the Grade: New Leadership Skills
Chapter 15. Help Them Grow or Watch Them Go:A Development Edge Gives Retention Results
by Beverly L. Kaye
Level About Their Strengths and Development Needs
Look Ahead at Trends, Business Needs, and Company Culture
Chapter 16. The Newest Leadership Skills
by Randall P. White and Philip Hodgson
Chapter 17. When Good People Do Bad Things: The Anatomy of a Corporate Disaster
by Ronald M. Green
Firestone and Ford on the Mountainside
Chapter 18. Recruiting Supportive Coaches: A Key to Achieving Positive Behavioral Change
by Marshall Goldsmith
Following Up with Your Coaches
Chapter 19. Global Leadership and Global Emotional Intelligence
by Stephen H. Rhinesmith
The Need for Global Leadership
The Need for Leaders with Global Mindsets and Skills
Developing Global Emotional Intelligence
Chapter 20. Is Your Organization Driven by Dynamic Leaders?
by Larraine Segil
Chapter 21. Effective Crisis Management: Now More Than Ever
by Idalene Kesner
Crisis Preparation and Crisis Response
Part IV. Creating Competitive Advantage: Strategies for Success
Chapter 22. Marketing Through Reconciliation: Global Brand, Local Touch
by Fons Trompenaars and Peter Woolliams
Individualism or Communitarianism?
Time: Sequential or Synchronic?
Chapter 23. The Effective Use of Scenario Analysis to Support Research and Development
by Peter Schwartz and Gerald Harris
Using Scenario Analysis to Guide R&D Planning
Chapter 24. Morphing Marketing: Dissolving Decisions
by James M. Hulbert and Pierre Berthon
Chapter 25. Creating Obnoxiously Devoted Customers
by Chip R. Bell
Seeing Through the Eye of the Beholder
Chapter 26. The Strategy of Bundling
by Barry Nalebuff
Part V. Taking the Lead: Organizations of the New Millennium
Chapter 27. Anatomy of an Innovation Machine: Cisco Systems
by Vijay Govindarajan and Chris Trimble
Unbundling Cisco's Innovation Machine
Learning from the Cisco Experience
Conclusion: So You Want to Be Like Cisco?
Chapter 28. Achieving Best Fit
by Judith M. Bardwick, Ph.D
Chapter 29. Strategy for the 21st Century: Portfolio Is Back
by Maurice Saias and Olivier Tabatoni
Where Are the Major Discontinuities?
What Kinds of Strategic Responses?
Chapter 30. Organizing for Strategic Flexibility
by Homa Bahrami and Stuart Evan
Designing a Versatile Federation
Characteristics of the Emerging Value Confederation
Competing on the Cutting-Edge: Renewing Advantage via Learning
Chapter 32. New Measures of Prosperity
by Thomas Monahan and Stephen A. Stumpf
Defining and Measuring Economic Value
Toward Interdisciplinary and Integrated Measures
Learning and Unlearning: The Need for Both
Functional or Interdisciplinary: A Time for Change
Performance Measurement Programs for Today (the Future Is Too Late)
Chapter 33. A World of Fleas and Elephants
by Charles Handy