index.
accountability question, 30–31, 35–36
action
architect archetype way and, 166
artist archetype way and, 162–163
economist archetype way and, 157–159
engineer archetype way and, 153–154
engineer-economist-artist integration and, 164–165, 168–169
four archetypes and insight into, 169
role of social architect in, 171, 182–183
what matters question and, 4, 7, 8–10
See also changing behavior; How?; motivation
Alexander, Christopher, 99, 167–169, 186
All That Is Solid Melts into Air (Berman), 99, 145
ambition
benefits of giving up, 123–124
choosing safety over, 121
imprisoned by work culture and, 122–123
second-order, 125
archetypes
described, 149
Faust as moral struggle, 145–146
insight into action by four, 169
of instrumentality and desires, 149–150
unifying engineer-economist-artist, 164–165, 168–169
architect archetype
Christopher Alexander embodiment of, 167–169
overview of, 166
See also social architect
artist archetype
Bakke, Dennis, 180
balanced life, 141
barter
as basis for motivation, 158
dependency bargain cost of, 61
freedom for sale through, 59–61
impact on personal relationships by, 61–62
workplace commitment without, 128–129
behavior. See action; changing behavior
benchmarking, 24
Berry, Wendell, 99
bosses
betrayal, disobedience and, 115–117
professional development and, 111
realistic expectations of, 118–119
reconsidering four beliefs about, 109–110
social architect role of, 172, 180–182
three reasons why future not provided by, 110–111
work culture and, 112
See also employees; management
callings, 58
Candide, 119
The Careless Society (McKnight), 100
Carter, Jimmy, 118
Cezanne, Paul, 161
changing behavior
artist’s archetype way for, 162–163
economist archetype way for, 157–159
engineer archetype way and, 153–154
how do you get people to try, 19–21, 35–36
how much time for, 17–18, 34–35
successful attempts at, 23, 36–37
value of another’s experience in, 24–25
See also action; organizational change
“Choosing Freedom, Service, and Adventure” (Stewardship), 1
citizens
defining ourselves as, 83–87, 90–91
196home schooling ourselves as full, 93
social architecture role by each, 173–174
citizenship
defining, 135
maintaining idealism as part of, 87–90
commerce
artist’s suspicion of, 162–163
economist archetype view of, 155–156
commitment
broken promise of workplace, 127–128
calling and, 58
self-interest vs. choosing real, 55–56
undeterred by failure, 181
common goals, 8
The Conflict Workshop, 193
control
as defense against acting, 45
of emotional side of work, 154
How? as expression of need for, 6–8
intimacy at expense of, 66
participating in creating without, 135
convening function
aiming at capacities and strengths as, 176
care for physical space of room as, 175–176
designing airspace for all voices as, 176
focus on who is in the room as, 175
including high-interaction activities as, 176
cooking class experience, 97–98
cost
of barter belief system, 61
of changing behavior, 18–19, 35
of economist archetype, 160
See also price willing to pay
Cox, David, 102
creation question, 32
creativity, 162
culture
defining, 139
engineer/economist over artist struggle in, 164
freedom to question/confront, 123
instrumentality and power of default, 141–143
tragedy of development and, 145–146
transforming organization of, 125
See also work culture/workplace
customer intimacy, 68
Dannemiller, Kathie, 33
default culture
instrumentality and power of, 141–143
defenses against acting
challenge of overcoming, 49–50
investing in safety and control as, 45–46
summarizing suggestions regarding, 49
will to analyze/seek data as, 42–43
wish for quick action/love of tools as, 48–49
See also How?
De Pree, Max, 180
depth
speed and lower experience quality and, 77
time shortage as artificial scarcity of, 78–79
value of philosophical, 75
Descartes, René, 21
Designed Learning
about, 192
Flawless Consulting Workshops of, 192–193
other workshops available at, 193
website and contact information for, 193
desires
archetypes of instrumentality and, 149–150
capitalism and fear of, 144
course 101: Following Your Heart’s Desires, 95–98
holding onto voice of our, 87
idealistic pursuit of our, 56
See also emotions
digital activism, 72
Disabling Professions or Medical Nemesis (Illich), 100
197Eaton, David, 169
economic model of individual, 56–58
economist archetype
behavior strategies used by, 157–159
cost of, 160
cultural struggle of artist and, 164
See also virtual world
emotions
engineer-as-management on, 154
nurtured by artists, 162
See also desires
employees
considered as assets, 154
social architect role of, 172
valuing the, 181
See also bosses
The Empowered Manager Workshop, 3
empowerment, 8
engineer archetype
cultural struggle of artist and, 164
engineer-economist-artist integration, 164–165, 168–169
evil, 186
existential guilt, 116
Facing the World with Soul (Sardello), 100, 143–144
Faust (Berman’s character), 145–146
Faust (Goethe), 145
Flawless Consulting I: Contracting, 192
Flawless Consulting II: Discovery, 192–193
Flawless Consulting III:
Implementation, 193
Following Your Heart’s Desires (course 101), 95–98
freedom
defense from acting as escape from, 45–46
personal development and, 165
to question/confront culture, 123
Yes question and answer giving, 32–33
Gallwey, Tim, 96
Garden of Eden, 185
Harley Davidson, 180
Herman Miller, 180
Hillman, James, 163
home school
citizenship learning through, 93
home school courses
101: Following Your Heart’s Desires, 95–98
103: Mentoring Yourself, 101–103
104: Making Peers are the Point, 103
105: Treating the Workplace as Classroom, 103–104
102: Learning About Ideas Outside Your Field, 98–101
home school curriculum
objective/goals of, 94
required reading listed, 99–100
hope
producer vs. consumer of, 119
How?
asking worth of doing question prior to, 2–3
as expression of control/predictability needs, 6–8
as expression of lack of trust in ourselves, 47
number of answers needed for, 5–6
symbolism and significance of, 1–2
of what matters, 4
See also defenses against acting
How? questions
used as defense against acting, 43–44
how do we measure it?, 21–23, 36
how do you get those people to change?, 19–21
how have other people done it successfully?, 23, 36–37
See also uniting questions
idealism
of calling and commitment, 58
capitalism and fear of, 144, 145
defining, 53
making real commitment as, 55–56
need for, 51
pressure for realism vs., 53–54
recapturing youth, 53
self-interest behavior vs., 54–55
value system sustained through, 62–63, 181–182
virtue as own reward for, 58–59
Illich, Ivan, 100
individual
reconciling institutional purpose with, 133–134
speed and quality of experience by, 77
taking self-responsibility, 114–115
See also relationships
information systems, 8
The Inner Game of Tennis (Gallwey), 96
institution
broken promise of work, 127–128
commitment without barter in work, 128–129
identifying “this place” of work, 129–130
See also organizational change; whole
institutional purpose
reconciling individual and, 133–134
instrumentality
archetypes of desires and, 149–150
balanced life as symptom of, 141
imperative of, 139
meaning and implications of, 140
modernity/modernism and, 143–145
philosophic stance of, 139–140
power of default culture and, 141–143
instrumental values, 147
intimacy
citizenship and reestablishing, 89
disappearance of place as element of, 69–70
need for, 51
pull of disconnection vs., 65–67
summarizing importance of, 72–73
sustaining touch of, 65
Leadership: The Inner Side of Greatness (Koestenbaum), 100
leadership models, 9
leaders. See bosses
learning
course 101: Following Your Heart’s Desires, 95–98
course 102: Learning About Ideas Outside Your Field, 98–101
course 103: Mentoring Yourself, 101–103
course 104: Making Peers are the Point, 103
course 105: Treating the Workplace as Classroom, 103–104
home schooling for continued, 93
technology and distance, 71–72
Learning About Ideas Outside Your Field (course 102), 98–101
learning organizations, 9
Life is a Miracle (Berry), 99
Machiavelli, N., 107
McKnight, John, 100
Making Peers are the Point (course 104), 103
management
See also bosses; organizational change
measurement question, 21–23, 36
Mentoring Yourself (course 103), 101–103
motivation
barter as basis for, 158
for changing behavior, 19–21, 35–36
economist view of human, 156
self-interest as explanation for, 132–133
mystery of life
human organization and acknowledging, 187
myth of change management and, 187–188
organizational change and, 185
problem of freedom and, 185–186
serenading the moon and, 190–191
value of the question and, 188–190
myth of change management, 187–188
neurotic guilt, 115
organizational change
artist’s archetype way for, 162–163
economist archetype way for, 157–159
engineer archetype way and, 153–154
engineer/economist/artist union and, 164–165
mystery of life and, 185
role of social architect in, 171–183
See also changing behavior; institution; management
organization models
outline of discussion on, 11–12
Pangloss, Dr. (Candide character), 119
participation, 8
A Pattern Language (Alexander), 169
Pedagogy of the Oppressed (Freire), 85, 99–100
personal skills, 9
price willing to pay
ambition as, 121
See also cost
problem-solving skills, 8
purpose, 10
“quality without a name,” 167, 168
the questions
importance of getting the right, 13
as social architect naming the, 176–177
Ralph (Boeing Company), 107–108
relationships
impact of barter belief system on, 61–62
instrumental framing of, 139–140
See also individual
safety
defense against acting and pursuit of, 45–46
giving up ambition for, 121
How? as expression of need for, 6–8
questioning comfort of, 122–123
Sardello, Robert, 100, 143, 144
“saving images,” 169
second-order ambition, 125
self-interest
as explanation for motivation, 132–133
real commitment choice vs., 55–56
reward system and, 157
self-motivating behavior, 9
“Shakespeare in Love” (film), 191
shopping behavior, 47
social architect
bosses’ acting in role of, 172, 180–182
capacities required for, 174–179
social space designed by, 171–173
three design criteria used by, 172
See also architect archetype
social architect capacities
convening function as, 174–175
designing strategies supporting local choice as, 178–179
initiating new conversations for learning as, 177–178
naming the question as, 176–177
sticking with engagement/consent strategies as, 178
social architecture
role of each citizen in, 173–174
social space
designed by social architect, 171–173
making space for what matters in, 173–174
three design criteria for, 172
social system construction
elements of our own design for, 179–180
speed
quality of experience and, 77
See also time
spiritual values, 9
Springsteen, Bruce, 45
Staff Groups in the New Economy, 193
Stewardship (Block), 1
The Stewardship Workshop, 193
“Strength of Materials” (engineering course), 151
technology
digital activism and, 72
electronic reality using, 70–71
leveraged learning using, 71–72
See also virtual world
Tierlink, Rich, 180
200time
required for changing behavior, 17–18, 34–35
See also speed
A Timeless Way of Building (Alexander), 99, 167
Treating the Workplace as Classroom (course 105), 103–104
trust
How? as expression of lack of, 47
maintaining trust in ourselves, 87–88
in what we know and believe, 104
uniting questions
change and contribution to problem, 35–36
cost becomes price willing to pay, 35
creating successful change, 36–37
how becomes postponing refusal, 34
measuring change and life/work crossroad, 36
time becomes commitment, 34–35
See also How? questions; Yes
questions
value of the question, 188–190
values
benefits of instrumental, 147
citizenship as embodiment of our, 90
giving up ambition and acting on, 124
institutional purpose and set of, 131–134
intimacy at expense of instrumental, 66
social architect use of, 173–174
sustained through idealism, 62–63, 181–182
virtual world
intimacy and experience of, 67–68
intimacy in material world vs., 69–70
significance of electronic reality of, 70–72
vision, 10
vulnerability, 181
We’ve Had a Hundred Years of Psychotherapy— and the World’s Getting Worse (Hillman), 163
what commitment am I willing to make?, 29, 34–35
what do we want to create?, 32
what is my contribution to the problem I am concerned with?, 30–31, 35–36
what is the price I am willing to pay?, 29–30, 35
what matters question
asking “how” to answer, 4
choosing to act on, 7
what refusal have I been postponing?, 28, 34
Wheatley, Meg, 77
whole
broken promise of workplace, 127–128
defining/protecting “this place” as, 129–130
See also institution
will to analyze/seek data defense, 42–43
work culture/workplace
bosses and creation of, 112
commitment without barter in, 128–129
control over emotional side of, 154
defining “this place” of, 129–130
imprisoned by ambition and, 122–123
transforming, 125
See also culture
work habits, 9
Yes questions
accepting possibility of refusal and, 28, 34
on answer that would set you free, 32–33
considering contribution to problem and, 30–31, 35–36
How? question alternatives to, 33
life/work crossroad and, 31–32, 36
price willing to pay and, 29–30, 35
on what to create, 32
willingness to make commitment and, 29, 34–35
See also uniting questions