- NOTE: Page references in italics refer to figures.
- A
- Accountabilities, defined, 96
- Activating Purpose (Conversation 1)
- 7CCs, key questions, 138, 139, 145–152
- Purposes by types of team, 146–147
- Team charter, 147
- Adams, Scott, 101, 106
- Agile Design
- High-performing self managed teams, 120
- Implementation principles, 186
- Stage 4 Leaders Leading Leaders, 127–132
- Versioning, 170
- Aligning Strategies (Conversation 6), 138, 139, 175–183
- Four Metrics for Competitive Advantage, 176–182
- System of Strategies 176
- Alignment
- agreement and, 182–183
- challenge to, 102 (See also Creative tension)
- defined, 16, 182–183
- high-performing-team connectors, 174
- for social systems, 14–17
- between teams and, 173
- Al Qaida, 73–74
- Ant colony example, 8
- Autocratic decision-making, 150
- B
- Blanchard, Ken, 163
- Breakthrough, 40
- Bureaucracy, problems of 75–80, 80
- Business, defined, 25
- Business capabilities
- Business leaders or team, defined, 85
- Business Segment Leadership Teams, 147
- Business sustainability, 178–179, 181
- Business Triangle, 19–30
- creative tension in, 105–107, 107 (See also Creative tension)
- defined, 26, 26
- as engine of business, 28, 28–30
- four business capabilities of, 22–27, 24
- for visualizing business, 19–22
- C
- Capabilities and roles, 81–99
- business capabilities, 22–27, 24, 96
- CEO's changing role, 89–92
- “declare the hat you're wearing,” 108 (See also Creative tension)
- designing complete system of capabilities, 96–97
- as Domain of Change, 35, 36
- importance of roles, 94–95
- matrix structure, 84–88, 86–88
- recognizing need for change, 81–84
- roles, defined, 25, 96
- Specifying Capabilities and Roles (Conversation 4), 138, 139, 165–170
- strategic intelligence and, 98–99
- Spaghetti straightening metaphor
- 87, 92–94, 97, 169
- Cascades of key conditions, 141–142, 142
- “Catching people doing something right,” 163
- CEOs
- changing role of, 89–92
- roles of in Stage 3 vs. Stage 4, 128
- See also Leadership
- Change
- Channel Capability Leadership Teams, 147
- Chronos balance, 27, 27
- Clock metaphor. See Enterprise evolution
- Coaching
- Complex adaptive systems
- Conflict resolution. See Creative tension
- Consensus decision-making, 150
- Constraints, understanding, 37–43, 38, 39, 41
- Consultative decision-making, 150
- Conversations. See Framing the Conversation; Seven Crucial Conversations (7CCs)
- Creative tension, 101–114
- banishing “functionitis” and, 112–113
- in Business Triangles, 105–107, 107
- “declare the hat you're wearing,” 108
- defined, 102, 104, 104
- depersonalizing conflict for, 107–109
- as growth opportunity, 103
- interdepartmental tension as, 101–104
- leading through, 110–112
- as natural in enterprises, 109–110, 110
- resolving, 113–114
- Crucial conversations, defined, 138. See also Seven Crucial Conversations (7CCs)
- Culture, organizational, 11–13, 35, 35
- Customers
- creating value for, 20
- Strategies and Customer Experience (Domain of Change), 35, 36
- D
- Decision-making, effective, 148–150
- “Declare the hat you're wearing,” 108
- Deliver (Business Triangle capability), 22–27, 24
- Deliver Capability Leadership Teams, defined, 147
- Deloitte, 116, 117
- Deming, W. Edwards, 19
- Develop (Business Triangle capability), 22–27, 24
- Develop Capability Leadership Teams, defined, 147
- Dilbert (Adams), 101, 106
- Directive Leadership (Stage 2, enterprise evolution), 65–70
- bottlenecks, avoiding, 68–70
- defined, 49–50, 51–52, 66
- transition to Stage 2, 65–70
- transition to Stage 3, 71–80
- transition to Stage 3 vs. Stage 4, 127
- Disruption, 156
- Distributed Leadership (Stage 3, enterprise evolution)
- Diversity. See Shifting Mindset (Conversation 3)
- Driving Focus (Conversation 2)
- clarifying priorities with, 153
- 7CCs, overview, 138, 139
- for shared transformational journey, 153–158, 157
- Drucker, Peter, 20–21, 65–70, 187
- E
- Effective decision-making, 148–150
- Energy, creative tension as, 106
- Enterprise evolution, 47–132
- enterprise, defined, 88
- Enterprise Map, defined, 88, 88
- Evolutionary Stages Clock, 49–56, 51–52
- overview, 47–48
- 7CCs for, 135–144 (See also Seven Crucial Conversations (7CCs))
- Stage 1: Independent Contributors, 57–63
- Stage 2: Directive Leadership, 65–70
- Stage 3: Distributed Leadership, complete system of roles, 81–99 (See also Capabilities and roles)
- Stage 3: Distributed Leadership, high-performing teams, 115–126
- Stage 3: Distributed Leadership, leveraging creative tension, 101–114
- Stage 3: Distributed Leadership, transition, 71–80
- Stage 4: Leaders Leading Leaders (Stage 4, enterprise evolution), 127–132
- time needed for, 131–132
- See also Distributed Leadership (Stage 3, enterprise evolution); Leadership; Seven Crucial Conversations (7CCs)
- Enterprise Leadership Teams, 146–147
- Event horizons, 156, 157
- F
- Feedback, 163
- Financial performance, 178–179, 181–182
- Four Metrics for Competitive Advantage, 176–182
- Framing the conversation, 1–46
- Function, defined, 85
- Functional leaders, defined, 85
- “Functionitis,” 112–113
- G
- Gartner, 21
- Gerber, Michael, 19
- The Goal (Goldratt), 38–39
- Goldratt, Eliyahu, 38–39
- Growth, 31–46
- as acceleration of value, 29–30
- constraints of, 37–43, 38, 39, 41
- creative tension as opportunity for, 103
- defined, 31–33
- horizontal and vertical performance improvement, 43–46, 44
- increase in complexity and, 72–73
- stages of, 33–34
- Three Domains of Change, 34–37, 35
- Growth River Operating System
- on complex adaptive systems, 6
- on ideal future state, 154, 155
- “Operating System” as social-ware, 17
- Seven Crucial Conversations, overview, 1–2, 12 (See also Seven Crucial Conversations)
- shared language developed by, 123
- social side of organizational life embraced by, 83
- for upgrading social-ware, 46
- See also Seven Crucial Conversations (7CCs)
- H
- Hamel, Gary, 75, 82
- High-performing teams (HPTs), 115–126
- building blocks of, 120–121
- defined, 120
- high-performing self-managed teams, 120, 129
- high-performing-team connectors, 174
- high-performing transformational leadership teams, 120
- HPT ways of working, 138, 150
- performance of, 118–119
- as secret agents of transformation, 116–118, 124–126
- shared language of, 121–123
- team formation, 115–116
- teams, defined, 85
- team structures, defined, 119–120
- toxic rock stars and, 124
- See also Distributed Leadership (Stage 3, enterprise evolution)
- Hock, Dee, 83
- Hoffman, Reid, 135
- Home team, defined, 130
- Horizontal performance improvement, 43–46, 44
- Human Capital Trends survey (Deloitte), 116, 117
- I
- Ideal future state, 154, 155
- Implementing Initiatives (Conversation 7), 138, 139, 185–186
- Inclusive mindset, exclusive vs., 14
- Independent Contributors (Stage 1, enterprise evolution), 57–63
- defined, 49–50, 51–52, 59
- as first steps in business formation, 57–63
- Intact teams, 119
- Interdependencies, defined, 96
- Internal consultancy function, 130
- Interpersonal mindset, impersonal vs., 14
- Intrateam dynamics. See High-performing teams (HPTs)
- Iraq War (2005), 73–74
- K
-
- Kairos and Chronos balance of, 27, 27
- The Karate Kid (film), 162
- King, Martin Luther, Jr., 101
- Knowledge workers, global statistics, 21
- L
- Language
- de-escalating conflict with, 108–109
- as foundational, 1–2
- shared language importance, 68
- shared language of HPTs, 121–123
- speech acts and, 161
- Law of the Lid, 151–152
- Leadership
- conscious engagement of, 12–13
- defined, 12
- Directive Leadership (Stage 2, enterprise evolution), 65–70
- functional leaders, defined, 85
- Leadership and Culture (Domain of Change), 35, 35
- Leaders Leading Leaders (Stage 4, enterprise evolution), 50, 51–52, 127–132
- leading through creative tension, 110–112
- sensing and, 129, 130
- of social systems vs. mechanical systems, 13–14
- See also Directive Leadership (Stage 2, enterprise evolution)
- Leveraging creative tension, 101–114
- Lewin, Kurt, 3
- M
- Marketing functions, 19, 85, 121–122, 167
- Market potential, 178–180
- Maslow, Abraham, 31
- Matrix structure, capabilities and roles, 84–88, 86–88. See also Distributed Leadership (Stage 3, enterprise evolution)
- Maxwell, John, 151
- McChrystal, Stanley, 73–74
- Mechanical systems vs. social systems, 9–10, 13–14
- Metaphors
- importance of, 5
- the Swirl, defined, xxiii–xxvii
- Mindset. See Shifting Mindset (Conversation 3)
- Mission statements, 91
- Musk, Elon, 67
- N
- Natural development path, 36
- Natural teams/work groups, 118, 119
- North Star, for creative tension, 113–114
- O
- Operational scalability, 178–179, 180–181
- Organizational chart, 85–88, 86–88. See also Distributed Leadership (Stage 3, enterprise evolution)
- Organizational development. See Growth
- Organizational structure, defined, 53
- Organizations as social systems, 3–17
- alignment for, 14–17, 15
- change and, 3–5, 11
- complex adaptive systems, 6–9
- mechanical systems vs. social systems, 9–10, 13–14
- metaphors and, 5
- organizational culture, 11–13, 35, 35
- P
- Peck, M. Scott, 71
- Performance improvement
- Perspective
- horizontal and vertical, 167–168, 168
- importance of, 56
- productive resolution and, 110–112 (See also Creative tension)
- roles as instantiation of, 95
- Pink, Daniel H., 127
- Primary constraints, 40
- Purpose. See Activating Purpose (Conversation 1)
- R
- Radiant Love LLC (fictional case study). See Enterprise evolution
- Relational mindset, transactional vs., 14
- Responsibilities, defined, 96
- Restructuring. See Specifying Roles and Capabilities (Conversation 4)
- Roles, defined, 25, 96. See also Capabilities and roles
- S
- Scharmer, Otto, 81, 154
- Secret agents of transformation, 116–118, 124–126
- Self-managed teams, high-performing, 120, 129
- Sell (Business Triangle capability), 22–27, 24
- Sell Capability Leadership Teams, 147
- Sensing, 129, 130
- Seven Crucial Conversations (7CCs), 133–189
- Activating Purpose (Conversation 1), 145–152
- Aligning Strategies (Conversation 6), 175–183
- cascades of key conditions, 141–142, 142
- crucial conversations, defined, 138
- Driving Focus (Conversation 2), 153–158
- to evolve organization, 135–144
- for higher performance, 133–134
- Implementing Initiatives (Conversation 7), 185–186
- iterations of, 140–141
- overview, 1–2, 12
- Shifting Mindset (Conversation 3), 159–163
- Specifying Capabilities and Roles (Conversation 4), 165–170
- Streamlining Interdependencies (Conversation 5), 171–174
- for transformation, 187–189
- Shaw, George Bernard, 121
- Shaw, Kiran Mazumdar, 57
- Shifting Mindset (Conversation 3), 159–163
- embracing diversity of team with, 159–163
- 7CCs, overview, 138, 139
- Silos, problems of, 75, 75–80, 80
- Social systems. See Organizations as social systems
- Social-ware
- Spaghetti straightening metaphor, 87, 92–94, 97, 169
- Specifying Capabilities and Roles (Conversation 4)
- Speech acts, 161
- Strategic intelligence, unleashing, 98–99
- Strategic planning. See Aligning Strategies (Conversation 6)
- Strategies and Customer Experience (Domain of Change), 35, 36
- Streamlining Interdependencies (Conversation 5)
- 7CCs, overview, 138, 139
- for team members' roles in organizations, 171–174
- Succession. See Enterprise evolution
- Support (Business Triangle capability), 22–27, 24
- Support Capability Teams, 147
- Swarm intelligence, 6
- “Sweep the leg,” 162
- The Swirl, defined, xxiii–xxvii
- System of teams, 146–147
- Systems, defined, 7, 40
- Systems of capabilities and roles, defined, 53. See also Capabilities and roles
- Systems thinking, defined, 7
- T
- TAM (total addressable market), 181
- Teams
- alignment of, 173, 174
- defined, 85
- diversity of (See Shifting Mindset (Conversation 3))
- formation of, 115–116
- high-performing self-managed teams, 120, 129
- home team, defined, 130
- system of teams, 146–147
- team charter, 147
- team structures, defined, 119–120
- See also High-performing teams
- Theory of Constraints, 40
- Three Domains of Change
- Capabilities and Roles, 36
- Leadership and Culture, 35
- Strategies and Customer Experience, 36
- for transformational change, 34–35, 35, 136, 136–137
- Throughput, 21, 29, 39–40
- Time
- Top-down authority
- alignment vs., 15
- inside-out transformation vs., 126
- Toxic rock stars, 124
- Transformation, 187–189
- Transition to Distributed Leadership, 71–80
- Trust
- creative tension and, 103
- Shifting Mindset (Conversation 3) for, 160–163
- structuring roles and, 169
- Turnaround, organizational, 79
- V
- Versioning, 170
- Vertical performance improvement, 43–46, 44
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