Contents
Introduction: Escaping Management Fads
Merging Two Management Disciplines
Chapter 1: The Romance of Management
Professional Fulfillment Hierarchy
Work, Common Perspectives, and Change
A Useful Philosophy Vocabulary
Philosophical Definitions of Quality and Project Management
Philosophical Quality Management Definition
First Principles and Shuster’s Laws of Management
Chapter 2: Corporate Culture: The Alien’s Garden
Relating Culture to Management
Culture and Cultural Change as Abstract Ideas and Operational Entities
Definitions of Management, Management Transformation, Culture, and Cultural Change
The Key to Operationalizing the Concept of Culture
The Logic of Management Transformation
Organic versus Mechanical Systems
A Pincer Envelopment Strategy for Cultural and Management Change
Explaining the Levels of Analysis
Explaining the Disciplines of Knowledge
Resistance to Change: “There Be Devils!”
Chapter 3: The Agony of Change
Deming’s System of Profound Knowledge and Optimization
Profound Knowledge, Moral Direction, Theory, and Education
Chapter 4: Quality and Project Management: Sibling Rivalry
Primary Quality/Project Management References
Quality/Project Management Incompatibilities
Quality Management/Project Management Process Compatibilities
Quality/Project Management Teaming Compatibilities
Divergent and Convergent Thinking
Order and Chaos: Partner in the New Management
Chapter 5: Teaming Philosophy and Theory: The Process for Innovation and Consensus Model
The Process for Innovation and Consensus Model
Process for Innovation and Consensus Phases, Stages, and Steps Analysis
Satisficing: Achieving 100 Percent Consensus
Chapter 6: Putting Principles into Practice
Cognitive and Affective Techniques
Chapter 7: Informal Teaming: Romance Revisited
Appendix I: Shuster’s Laws of Management and Teaming
Appendix II: System and Environment
Stress: Risk, Uncertainty, and Change
Coming Full Circle, From People to People
Appendix III: Profound Loss and Five Stages of Grief: Elisabeth Kübler-Ross
Organizational Change as a Healing Process
Appendix IV: Achieving 100 Percent Satisficing Consensus
Competing Individual and Collective Interests in Group Decision-Making
Process for Innovation and Consensus Voting Outcomes
Appendix V: A Universal Employee Bill of Rights