Index
21 Leaders for the 21st Century (Trompenaars and Hampden-Turner)
A
Acquisitions
Activity-based management (ABM)
Alliances
executive mandate
executive sponsorship
and leadership
metrics, the need for
moments of truth
online
“The Pyramid of Alliances” management tool
Ambiguity
Anokhin, P. K.
Assessment center technology
Authenticity
B
Balanced Scorecard approach
Barnevik, Percy
Best fit
defined
stable versus borderless behaviors
stable versus borderless organizations tbl
Best practices
BHAG (Big Hairy Audacious Goals)
Blind resistance
Borderless
Borderless warriors
Brain cells
first filming of
interconnections between
loss with age
Brain, the human. See Human brain
A Brief History of Everything (Wilber)
British Aerospace
British Airways
Buck-passing
Building Cross-Cultural Competence, How to Create Wealth From Conflicting Values (Hampden-Turner and Trompenaars)
Building Leaders: How Successful
Companies Develop the Next Generation (Conger and Benjamin)
Built to Last: Successful Habits of
Visionary Companies (Collins and Porras)
Bundling
competing bundles from rival firms
Cournot’s insight
defined
higher profits and reduction in
prices
Microsoft Office, as an example
price negotiation
profit differentiation
scale of advantage
single market price for all customers
Bureaucratic monopolies
Burnham, D. H.
Business acumen
Business information, sharing with
employees
Buy-in, creating
in alliances
the “right kind”
strategies for
C
Cannibalism
Capabilities
Career fit
Career options, identifying
Career paths
Carlson, Jan
Change. See also Chaos; Coaching;
Organizational change
breakdown
chaos, the need for
conservatives, liberals, and reactionaries
homeostasis
mastery, as a leadership requirement
pain, as a motivator
possibility, as a directional vector
resistance to
and stability
and strategy
superficial versus creative
transformation
Chaos
chaotic void
creation myths
defined
and facilitating change
and fundamentalism
and the learning leader
and organizational change
Prigogine’s theories
reality, the breakdown of
self-organization
versus traditionalist view
Chaotic void
Charting the Corporate Mind (Hampden-Turner)
Cisco Systems
the Cisco Employee Connection (CEC)
culture
and e-commerce
evaluation and modification, approach to
first e-marketers
the growth crisis
idea generation, approach to
imitating
implementation, approach to
integration, approach to
IT structure, completely rebuilding
limitations and concerns
the Manufacturing Connection
Online (MCO)
organizational design tbl
and the principle of focus
Clark, Jim
Coaching
acceptance and respect
and behavioral change
focusing on the future
following up
getting commitment to the process
honesty
judgment and manipulation, avoiding
versus mentoring
optimism
Co-creation
Cognitive complexity
Cohesive dimensions
Command-and-control leadership
Common accounting procedures
Competitive advantages
and exploitation
intellectual capital
Polarity Management
relationships with suppliers and customers
Complementors
Computers
business spending, impact on
human brain, compared with
Connective dimensions
Conscious observation
Conscious-competence frame
Conservatives
Continuous learning
Co-opetition
Coping mechanisms
Core competencies
and downsizing
and exploitation
the Polarity Management map
questionable value of
Core values
Cosmopolitanism
Cournot, Augustin
Creation myths
Crises
Crisis management. See also Crisis management teams
communication strategies tbl
communications
crisis capability audit
crisis vulnerability audit
defined
disaster-response manuals
the media and full disclosure
paradox
preparation and response
prevention
response systems
signal-detection mechanisms
warning signals
Crisis management teams
characteristics
makeup
pre-crisis, crisis, and post-crisis roles
Crisis vulnerability audit
Cross-cultural adjustment
Cross-cultural understanding
Cross-training
Cultural differences. See also Global
emotional intelligence
achievement versus ascribed
alien cultural environments
branding. See Global marketing
strategies
cosmopolitanism
dilemmas, listed
doing- versus relationship-oriented
language
recognizing
reconciling
respecting
time, perception of
values
Cultural fit tests
Cultural glue
Cultural norms
Cultural self-awareness
Culture shock
Customer love
complaining customers
constancy of the core offering
empowerment and consistency
enchantment
endearment and generosity
engagement
enlightenment
enlistment
explained
the love strategy
reliability and trust
Customer relationship management (CRM)
D
DaimlerChrysler
Decision-making processes
ethically irresponsible. See “The
Parable of the Sadhu,” Harvard Business Review (McCoy);
Firestone-Explorer disaster
five-step model
mental blind spots. See as main heading
meta-phase
and negotiation
vertical to horizontal, shift from
Diamond, Marion
Disaster-response manuals
Discontinuities
and change
convergence
demography
deregulation and privatization
disintermediation
ecosensitivity
financial markets
globalization
industrial frontiers
standards
volatility
Disequilibrium
Disintermediation
Distributed leadership
Diversity
Double-loop learning
Downsizing
focus, the principle of
and globalization
as a panacea
Dramatic listening
Dualistic work nodes
Dynamic ecosystems
Dynamic equilibrium
Dynamic Leader, Adaptive
Organization (Segil)
Dynamic leadership
commitment
integrity
patience
personal and organizational characteristics
Dynamic stability
E
Economic markets. See Transition of
economic markets
Economic Value Added (EVA) systems
Economic value measurement
basing value on financial capital
financial capital
higher education and religious institutions
human capital
intellectual capital
interdisciplinary and integrated
measures
learning and unlearning
the need for change
performance measurement programs
social capital
Education. See also Learning
crisis-communications training
leadership development
panacea proneness, as a treatment
for
Ego defenses
Embedded coordination
Emotional intelligence
Emotional Intelligence (Goleman)
Emotional vesting
Employees. See also Talent management
attracting and retaining
borderless warriors
buy-in, creating
career planning
Depression-impacted
loyalty and commitment
stable
transitional
Empowering leadership
The English Manpower Services
Commission
Enterprise resource planning (ERP)
Entrepreneurial leadership
convergence of roles
counterintuitive behaviors, examples
of
defined
dynamic stability and equilibrium
entrepreneurs, skills of
historical development
leadership characteristics
performance capacities, changes in
smart moves
working model
Entrepreneurship
Equilibrium
disequilibrium
and dynamic stability
static versus dynamic
E-revolution
ERIC (Environmental Risk Insurance Corporation)
Estimation rules
Ethical disasters, avoiding. See also “The Parable of the Sadhu,”
Harvard Business Review (McCoy);
Firestone-Explorer disaster
Evans, Sir Richard
Expatriates, failure rates for
Experience
courses
and developmental challenge
hardships
key jobs
meaningful
the nature of
observation and role models
recalling key events
traditional versus experience career
paths
unwillingness to learn from
Extended enterprises
Extroverted fundamentalists
defined
treatment of
F
Fast Alliances: Power your E-business (Segil)
Federalism
Feedback
developmental
entrepreneurial leadership model
incomplete and inaccurate
plan-act matrix
process versus outcome
soliciting, from employees
The Fifth Discipline (Senge)
Filtering, organizational
Filters
Financial capital
Firestone-Explorer disaster
alien cultural environments
Bridgestone Tire
buck-passing
corporate greed
experience, unwillingness to learn
from
the Labib family tragedy
leadership failures and value conflicts
personal responsibility, failure to
assume
rationalization and blaming the victim
stress
technicians, decision making by
Fisher, George
Ford Motor Company
Fundamentalism. See also Panacea proneness
Fundamentalists
critical thinking, irrelevancy of
introverted and extroverted
versus panacea-prone executives
treatment of
The Future of Leadership (White and Hodgson)
G
Gap analysis
Gardner, Howard
Gibb, Bruce
Global emotional intelligence
cross-cultural adjustment
cross-cultural effectiveness
cross-cultural understanding
cultural self-awareness
developing
as a global mindset component
Global intellectual intelligence
Global leadership. See also Global emotional intelligence
cultural factors influencing
global action-learning programs
global economy, growth of
global mindsets and skills
international assignments
need and demand for
variable affecting development
Global marketing strategies
customer involvement, degree of
emotion, displayed versus controlled
the global-local dilemma fig
individualism versus communitarianism
reconciling continuing dilemmas
technology push versus market pull
time, speed versus “just-in-time”
utility versus status
Globalization
cultural values
and discontinuity
historical development
innovation, effect on
and intense competition
and the networked economy
The global-local dilemma
Goleman, Daniel
Gooding, Val
Great Depression
Group building
Group level resistance
Groupthink
H
Hamel, Gary
Hampden-Turner, Charles
Hardwired IT
The Harry Potter Series (Rowling)
Harvesting culture
High-technology enterprises
building blocks
the cohesive dimension
the connective dimension
federal organizational architecture
hubs and front-line troops
the organizational dimension
physical workplace setup
Homeostasis
Human brain. See also Brain cells
aging, effect of
capabilities
functioning, research on
left and right hemispheres
percentage used
processing inadequacies
study of
Human capital
Human influence, elements of
the choice mosaic
filters, getting through
five-step model
groups, dealing with
language
negative approach, problems with
observable behavior, focusing on
perceptual processes
self-change
vague descriptors, use of
values
Hunter-gatherer societies
I
Idea-growing process
example
motivation, sources of
overview
value of
Identity clarity
Ideological resistance
Imaginative rehearsal
Implied superiority
In Search of Excellence (Peters)
Individual resistance
Influence. See Human influence, elements of
Infomediaries
Information technology
and the networked economy
Innovation. See also Idea-growing process
bad ideas, the power of
bias against
strategic
unblocking
Innovation machines. See also Cisco Systems
adapting the Cisco design
Cisco, reasons for studying
designing fig
organizational design
process design fig
unbundling Cisco’s
Inside-the-box thinking
Instrumental values
Intellectual capital
competitive advantage
and economic value
global behavior, changes in
Intellectual power packs
Internal venture capital banks
Introverted fundamentalists
J
James, Cal
Johari Window
K
Kaipa, Prasad
Kaizaki, Yoichiro
Kantrow, A. M.
Keiretsu arrangement
Kets de Vries, Manfred
Key responsibility
Kilman Conflict Inventory
Klayman, Arnie
Knowledge
exponential increase of
and influence
as a limitless resource
Knowledge management
Knowledge Revolution
and decision-making
and increased need for negotiation
from “win-lose” to “both-gain”
L
Land, Edwin
Language
Large versus small organizations
coexistence and federalism
creative individuals, characteristics
of
large organizations, described
small organizations, described
Larger system level resistance
Launch phase
initial focusing activities
need for change, communicating
resistance, dealing with
Leaders
change agent
dynamic, essential traits of
and emotional intelligence
identifying new
learning
sources of
visionary
Leadership
absence and failure of
authenticity
change mastery
coaching and mentoring
command-and-control
commitment of employees, accountability for
conscious-competence frame
defined
distributed
dynamic. See Dynamic leadership
education
empowering
entrepreneurial. See Entrepreneurial leadership
globalization, effects of learning
motives, ambition and power
in the networked economy. See also Leadership mindsets
personal values, alignment with organization’s
Polarity Management. See as main heading
self-awareness
situational
speed, valuing importance of
and spirituality
team versus group building
traditional views
vision
“walk the talk”
Leadership development
as a life-long process
in the networked economy
the Polarity Management map
and World War II
Leadership Diamond
Leadership mindsets
boundary-less thinker
diplomat
interpreter
network builder
Leadership, The Inner Side of
Greatness (Koestenbaum)
Learning. See also Education continuous
cross-training
by doing
double-loop
from experience. See Experience
knowledge, as a limitless resource
leadership facilitation of
to learn
reflection, as part of the process
three-level process
trial-and-error
what versus how
Learning in Action: A Guide to Putting the Learning Organization to Work (Garvin)
Learning leadership
Learning system
Left and right brain functions
Legitimacy, organizational
Legitimate desires
Lewis, Michael
Liberals
Linkages
Literacy
mental
verbal and numerical
M
Management
command-and-control leadership
traditional views
A Manager’s Guide to Globalization (Rhinesmith)
Managing on the Edge (Pascale)
Managing with A Global Mindset (Jeannet)
Manufacturing orientation, movement
away from
Marshall, Lord Colin
Maturity of flexibility
Max Plank Laboratory
McAfee, R. Preston
McClelland, D. C.
McMillan, John
Mead, Christine
Memory
improving performance
loss after learning
Memory traces
Mental blind spots
culture and environment
decision framing
feedback, incomplete and inaccurate
innovation, bias against
intelligence gathering
NPV analysis
status quo bias
team dysfunctions
techniques for correction
Mental Literacy Quotient (MLQ)
Mentoring
Mind Mapping
Mindset competition
Mission statements
Mixed bundlingn
MLQ (Mental Literacy Quotient)
Mnemonic techniques
Modular core competence
Modularity
Moments of truth
Morgan, Eileen
Most-favored customer clause
Motivation
idea-growing process
pain, the role of
Multarity model
Mutual gains bargaining
Myers-Briggs
Myopic framing
N
Nalebuff, Barry
Nasser, Jacques A.
Negative successes
Negotiation
as a core competency
growing need for
hunter-gatherer societies
mutual gains bargaining
vertical to horizontal decision making, shift from
Negotiation Revolution
Net present value (NPV) analysis
Netscape
Network economics
Networked economy
control versus relationships
the e-revolution
and globalization
information linkages
leadership, challenge of
transitional demands, assessing
New alchemists
The New Thing (Lewis)
Newton, Nigel
NPV analysis
O
Office of Strategic Services
Omission bias
Organizational change
four-phase model, summarized
leadership, the need for
planned phases. See also Launch phase; Post-launch phase; Prelaunch phase; Sustaining the change
sources of
Organizational crisis. See also Crisis management
Organizational dimensions
Organizational failure. See also Mental
blind spots
adapting to change
cost reduction, as a response to competition
inertia
survival curve
Organizational filtering
Organizational legitimacy
Organizational sclerosis
Organizations. See also Globalization
borderless
bureaucratic monopolies
core competencies, focusing on
flattening, as a response to globalization
learning versus performance
partnerships, tactical and strategic
pyramidal versus network
reinvention and renewal of
stable
transitional
O’Toole, James
P
Panacea proneness
defined
education, as a treatment
examples
in executives
Panaceas
“The Parable of the Sadhu,” Harvard
Business Review (McCoy)
alien cultural environments
bad examples, following
blaming the victim
buck-passing
episode recounted
goal obsession
leadership failures
personal responsibility, failure to assume
rationalization
stress
technicians, decision making by
value conflicts
Paradox grids
Paradox management
Paradoxes. See also Polarities; Polarity Management
and breakthroughs
crisis management
cross-cultural
and democracy
dialogue and conflict
environmental changes
the global-local dilemma
interdependency and choice
as life experiences
rationalization
and strategy
using alternation
Partnerships
Cisco Systems
tactical and strategic
Pascale, Richard Tanner
Pascoe, Eva
Passion
Patient capitalism
Peters, Tom
Plan-act matrix
Planned organizational change
Polarities. See also Paradoxes; Polarity Management
defined
generic part and whole, scalability of
known characteristics, summarized
Leadership Diamond
multarity model
pervasiveness of
Polarity Management. See also Paradoxes; Polarities
and competitive advantage
expansive leader (example)
map, uses of
multinational with a silo problem (example) fig
Political resistance
Porter, Michael
Positive failures
Post-launch phase
chaos
complaints and criticisms, dealing
with
consistency in actions and words
dealing with consequences
multiple interventions
perseverance
repeating the message
Potential value satisfaction
Pou sto
Prelaunch phase
change, establishing need for
external environment, monitoring of
motives, of change leader
self-awareness, of change leader
values, alignment of leader’s with
organization
vision and direction, providing clarity
of
Prigogine, Ilya
Process reengineering
Pure bundlingn
R
Rationalizations
ethically irresponsible decision making
human influence, effects on
and paradoxes
Reactionaries
Resistance
forms of
on organizational levels
Right brain functions
Rost, Joseph
Royal Dutch Shell
S
Sartori
Scenario analysis
best practices
common R&D framework
process map, for R&D planning
R&D examples
and R&D planning
R&D, purpose of
Schrempp, Jurgen
Sclerosis, organizational
Selective participation
Self-organization process
Sequential cultures
Seven Zones for Leadership: Acting Authentically in Stability and Chaos (Terry)
Shared values
Signal-detection mechanisms
Silo effect
Situational leadership
Six Sigma
Skandia
Smart moves
Social capital
Spirituality
Static equilibrium
Status quo bias
Stigler, George
Strategic flexibility
Strategic innovation
Strategic intent
Strategic mindsets
Strategy
change
coherence
complexity, capacity to deal with
courage
creativity
the exploitation/exploration dilemma
external growth
internal growth
management of diversity
the profitable growth dilemma
questions and debates
resource allocation
strategic flexibility
strategic mindsets
Sunk costs and benefits
Super-speed reading
Survival curve
Sustaining the change
momentum, maintaining the
new initiatives, identifying
unanticipated consequences, dealing
with
Synchronous cultures
T
Talent management. See also Employees
business information, sharing
career development coaching skills
career discussions, regular and frequent
career fit
career move options
career options, identifying
cross-training
developmental feedback
learning opportunities, providing
listening skills
looking ahead
and managerial success
resource linking
self-assessment test
Teambuilding
Technology roadmaps
Teleopathy
Terrorism
Total integrated marketing
TQM
Transformation
Transition costs
Transition of economic markets
boundaries between firms, dissolution of
conversion and conveyance processes tbl
customer needs, creating versus
responding to
expenditure patterns fig
global marketing and branding
from material to information
network economics
producers and consumers, blurred
distinction between
product-service-experience distinction
setting standards, the importance of
tangibles versus intangibles
total integrated marketing
two-way marketing communication
vertical marketers
Transnational specialization
Trial-and-error learning
Twin citizenship
Tylenol poisonings (1982)
U
Uncertainty skills
Unfreezing
Unlearning
V
Value confederations
competition amongst members
competition and renewable sources
of advantage
defined
explained
fast innovation capabilities, enhancing
increasing returns, dynamics for
mutual dependence
the orchestration role
strategic impact of
strategy development and growth initiatives
Value nets
Values
conflicts
core versus shared
instrumental
intrinsic American
and organizational cohesion
personal, alignment with organization’s
Vision
Vision statements
Visionary leaders
W
Waiting-for-clarity deadlock
“Walk the talk”
The Wall Street Journal
War Office Selection Board (WOSB)
Welch, Jack
Whinston, Michael
Who Moved My Cheese? (Johnson)
World War II
Z
Zetsche, Dieter