Index

  • 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
    • coachability, 159, 161–163
    • HPTs and, 119–120
  • 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
  • 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
  • H
  • Hamel, Gary, 75, 82
  • High-performing teams (HPTs), 115–126
  • 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
  • J
  • Jackson, Phil, 115
  • 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
  • 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
  • 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
  • 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
  • Z
  • Zen, Albert Low, 3
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