Index

A

  • Acceptance, avoiding repositioning for the sake of
  • Accountability:
    • building
    • with vision of greatness
  • Acquisitions
  • Advancement:
    • choosing enlightened self-interest over
    • myth about
    • self-esteem and. See also Myopic self-interest
    • ultimate dream of
  • Adversaries
    • asking allies to deal with
    • bosses as
    • creating
    • essential connection to
    • identifying others as
    • letting go of
    • negotiating with
    • opponents vs.
    • saying goodbye to
    • subordinates as
  • Aggression:
    • and courage
    • as political script/profile
  • Agreement:
    • of adversaries
    • of allies
    • of bedfellows
    • of fence sitters
    • negotiating
    • of opponents
  • Allies
    • negotiating with
    • steps in managing relationship with
  • Anderson, Bob
  • Anger, as stage in claiming freedom
  • Apple
  • Approval seeking
  • Assignments
  • Association for Quality and Participation
  • Assumptions
  • AT&T
  • Attitude surveys
  • Auditors
  • Authenticity
  • Authentic tactics
    • avoiding repositioning for the sake of acceptance
    • saying no when we mean no
    • sharing as much information as possible
    • using language that describes reality
  • Authority:
    • belief in
    • efforts at maintaining
    • employees as ultimate source of
    • in entrepreneurial contract
    • external
    • internal
    • patterns of relating to. See also Political scripts
    • rebellion against
    • submission to
    • for top managers
  • Autonomy:
    • balancing dependence, interdependence, and
    • choosing dependency vs.
    • claiming
    • defined
    • in dependency-creating culture
    • in entrepreneurial cycle
    • as false god
    • inefficiency resulting from
    • and interdependence
    • in organizational politics
    • and wish for safety in patriarchal organizations

B

  • Bad news, shielding others from
  • Bankers, bosses as
  • Bargaining:
    • hidden
    • indirect
  • Bath Iron Works
  • Bedfellows
    • negotiating with
    • sequence for dealing with
  • Belief(s):
    • about how people should be treated
    • about leadership
    • in justice of entrepreneurial contract
    • in justice of patriarchal contract
    • of managers
    • patriarchal
    • in rationality and data
    • in vision of greatness
  • Blame
  • Bolster, Cliff
  • Bosses:
    • as adversaries
    • as bankers
    • as board members
    • as fence sitters
    • finding peace with
    • and indirect bargaining
  • Bureaucracy:
    • essence of
    • low trust in
    • reducing
  • Bureaucratic cycle
    • cumulative effect of
    • manipulative tactics in
    • myopic self-interest in
    • patriarchal contract in
  • Bureaucratic mind-set
  • Business leaders
  • Business revolution

C

  • Career development, sharing information about
  • Career progression
  • Caution:
    • choosing courage vs.
    • of fence sitters
  • Changes
    • in cultures
    • sharing information about
    • top-down
    • in work cultures
  • Children, development of political scripts in
  • Choice(s). See also Safe choice(s)
    • of greatness
    • of innocence and guilt
    • internally generated
    • managers’ assumptions and beliefs about
    • that shape work environment, see Personal choice(s)
  • CitizenM hotel chain
  • Coaching others, in creating vision of greatness
  • Coan, Hilliard
  • Coca-Cola
  • Commitment(s):
    • to achieving purpose
    • in entrepreneurial contract
    • to greatness
    • unrealistic
  • Communication:
    • about absent third parties
    • listening skills
    • manipulative
    • reality-masking language
    • saying no when we mean no
    • saying what we don’t mean
    • sharing and withholding of information
    • sharing as much information as possible
    • with top management
    • using language that describes reality
    • of vision of greatness
  • Compassion:
    • of rescuers
    • as stage in claiming freedom
  • Compensation:
    • equity of
    • as measure of worth
    • success-based
  • Competition, internal
  • Competitive advantage
  • Compliance
  • Confirmation, need for
  • Conflict management
  • Contact, need for
  • Contract:
  • Contribution:
    • in enlightened self-interest
    • to problems, owning
  • Control(s):
    • and aggression
    • efforts at maintaining
    • external
    • fear of losing
    • and formality
    • as illusion
    • inefficiency resulting from loosening of
    • managers’ assumptions and beliefs about
    • manipulation vs.
    • in myopic self-interest
    • price paid for
    • shift in
  • Courage:
    • in choice to move ahead
    • choosing caution vs.
    • for creating vision of greatness
    • in facing reality
  • Cultures, see Work cultures
  • Customers:
    • external
    • internal
    • seeing other business units as
    • treatment of
    • vision for serving
  • Customer service, depersonalization of

D

  • Data
  • Deming, Edwards
  • Dependency
    • balancing autonomy, interdependence, and
    • in bureaucratic cycle
    • choosing autonomy vs.
    • defined
    • in organizational politics
    • in patriarchal contract
    • political scripts tied to, see Political scripts
    • and submission to authority
  • Disagreements, managing
  • Disappointment, as stage in claiming freedom
  • Disclosing vulnerability
  • Disempowerment
  • Downside, understating the

E

  • Employee Involvement
  • Empowerment
    • as being confronted with freedom
    • defined
    • and distribution of power
    • feeling of
    • fundamental case for
    • practice of
    • promise of
    • as state of mind
    • visions of
  • Empowerment culture. See also Entrepreneurial contract; Organizational politics
    • entrepreneurial cycle in
    • sharing and withholding of information in
  • Empowerment path
  • Enlightened self-interest
    • contribution and service in
    • integrity in
    • mastery in
    • meaning in
    • payoff for
    • and positive impact on others’ lives
  • Entitlement
  • Entrepreneurs, stereotype of
  • Entrepreneurial contract
    • authority in
    • belief in justice of
    • commitment in
    • encouragement of self-expression in
    • interdependence in
  • Entrepreneurial cycle
    • authentic tactics in
    • autonomy leading to interdependence in
    • enlightened self-interest in
    • entrepreneurial contract in
  • Entrepreneurialism
    • mind-set for
    • personal choice for
  • Equity of pay

F

  • Facebook
  • Faith:
    • acts of creation as acts of
    • in our vision of greatness
    • vision of greatness as act of
  • Fault
  • Fear:
    • of losing integrity
    • of nothing to hold onto
    • overcoming sense of
    • of power
  • Feelings
    • about work projects and people
    • attitude surveys
    • suppression of
  • Fence sitters
    • negotiating with
    • steps in dealing with
  • Financial information, sharing
  • First National Stores (Finast)
  • Ford Motor Company
  • Formality, as political script/profile
  • Franco, Francisco
  • Freedom:
    • empowerment as being confronted with
    • reluctance to claim
    • stages in claiming
  • Future, creating a vision of, see Vision of greatness
  • Future rewards

G

  • Ghandi, Mohandas
  • Goals, vision of greatness vs.
  • Google
  • Greatness:
  • Greenwich Workshop

H

  • Haas, Bob
  • Harley-Davidson
  • Helplessness:
    • to contribute real value
    • overcoming sense of
  • Henning, Joel
  • Hidden bargains
  • Hoffman, Robert
  • Hope:
    • within our own experience
    • vision as expression of

I

  • Idealism, vision as expression of
  • Imitation
  • Independence, expressing desire for
  • Indirect bargaining
  • Influence:
    • from above, resisting
    • strategies for
  • Information:
    • sharing and withholding of
    • sharing as much as possible
  • In Search of Excellence (T. J. Peters and R. H. Waterman)
  • Integrity
    • and approval seeking
    • as basis of trust
    • in enlightened self-interest
  • Interdependence
    • acknowledging and acting on
    • and autonomy
    • balancing autonomy, dependency, and
    • defined
    • in entrepreneurial contract
    • in organizational politics
    • using positive political skills in move toward
    • and wish for safety in patriarchal organizations
  • Interpersonal manipulation techniques

J

  • Job security, for top management
  • Johnston, Michael

L

  • Language:
    • poetic
    • reality-masking
    • that describes reality
  • Leadership
    • complaint about lack of
    • creating vision as act of
    • patriarchal
    • strong, constant call for
  • Learning:
    • need for
    • and performance
  • Levie, Michael
  • Levi Strauss and Co.
  • Lippitt, Ron
  • Listening skills
  • Lofty vision of greatness
  • Looking good, as political script/profile

M

  • Ma Bell
  • McClelland, David
  • Maintenance, choosing possibility vs.
  • Management training
  • Managers
    • assumptions and beliefs of
    • entrepreneurial mind-set in
    • fundamental purpose of
    • mind-set shift for
    • unwillingness to take responsibility among
  • Manipulation
    • of boss
    • breaking cycle of
    • control vs.
    • tactics of
  • Market revolution
  • Mastery, in enlightened self-interest
  • Matrix organizations
  • Maze bright
  • Meaning, in enlightened self-interest
  • Meetings:
    • defending positions in
    • initiated and led by team members
    • time devoted to attitudes, morale, and motivation in
  • Metaphors
  • Mind-set:
    • bureaucratic
    • entrepreneurial
    • needed shift in
    • of ownership
    • patriarchal. See also Patriarchal mind-set
  • Mission statement, vision vs.
  • Mistakes, admitting
  • Motivation
  • Mutuality
  • Myopic self-interest
    • approval seeking in
    • compensation as measure of worth in
    • control in
    • and what life at the top offers
    • wish for safety in

N

  • Name-dropping
  • Naming the game
  • Negotiation
    • with adversaries
    • of agreement and trust
    • with allies
    • with bedfellows
    • with fence sitters
    • with opponents

O

  • Objectives, vision of greatness vs.
  • “Open door” policy
  • Opponents
    • negotiating with
    • role of
    • steps in dealing with
    • value of
  • Organizational politics. See also specific topics, e.g.: Empowerment culture
    • bureaucratic cycle in
    • elements of
    • entrepreneurial cycle in
    • patriarchal contract in
  • Organizational realities
    • and authenticity in the face of disapproval
    • facing
    • and nonsuicidal courage acts
    • our contribution to
  • Organization structure
  • Outsourcing
  • Ownership:
    • acting in ways that give
    • mind-set of
    • of responsibility for problems

P

  • Padding demands
  • Participative Management
  • Participative restructuring
  • Partnership mind-set
  • Passive behavior
  • Patriarchal contract
    • belief in justice of
    • denial of self-expression in
    • parties to
    • sacrifice for unnamed future rewards in
    • submission to authority in
  • Patriarchal mind-set
    • antidote to
    • in managing politics
  • Pay, see Compensation
  • Payoff, for enlightened self-interest
  • People:
    • positive impact on lives of
    • value of
  • Perfectionism
  • Performance:
    • and career progression
    • and learning
  • Performance appraisal process
  • Performance reviews
  • Personal choice(s)
    • of caution vs.courage
    • of dependency vs. autonomy
    • entrepreneurial
    • expedient and safe
    • of maintenance vs. possibility
    • and self-blindness of politics
  • Peters, Tom
  • Physical space, vision for
  • Playing the game
  • Pleasing, as political script/profile
  • Poetic language
  • Policies
  • Politeness
  • Politics:
  • Political scripts
    • aggression
    • development of
    • formality
    • looking good
    • pleasing
    • profiles associated with
    • rationality
    • rebel
    • rescuer
    • right use of
    • withdrawing
  • Positioning, for the sake of acceptance
  • Positive political skills
  • Positive politics,,
  • Possibility:
    • choosing maintenance vs.
    • creating vision of
  • Power
    • and aggression
    • of a boss
    • and differing view of political dynamics
    • distribution of
    • fear of
    • giving away
    • of middle managers
    • symbols of
  • Power—The Inner Experience (David McClelland)
  • Practicality
  • Presentations
  • Privileges, equalizing
  • Procedures
  • Productivity, control and
  • Promises, unrealistic
  • Protection:
    • temporary need for
    • wish for
  • Purpose

Q

  • Quadrinity Center
  • Quality Circles
  • Quality movement
  • Questionnaires, attitude

R

  • Rationality:
    • belief in
    • as political script/profile
  • Reality. See also Organizational realities
    • facing
    • as fence-sitters stated position
    • language that describes
    • language that masks
  • Rebel, as political script/profile
  • Rebellion
  • Repositioning, for the sake of acceptance
  • Rescuer, as political script/profile
  • Responsibility. See also Autonomy
    • and articulation of wants and feelings
    • avoiding
    • for problems
  • Restructuring, participative
  • Rewards:
    • of commitments
    • future
    • holding on to
  • Righteousness, courage and
  • Rules

S

  • Sacrifice:
    • demanding commitment instead of
    • price paid for demanding
    • for unnamed future rewards
  • Safe choice(s)
    • avoiding vision creation as
    • caution as
    • dependency as
    • maintenance as
    • and organizational reality
  • Safety, wish for
  • Salary, see Compensation
  • Saying no when we mean no
  • Saying what we don’t mean
  • Scrum
  • Search conferences
  • Self-blindness of politics
  • Self-esteem, advancement and. See also Myopic self-interest
  • Self-expression:
    • denial of
    • encouraging
    • informal
    • vision of greatness as
  • Self-interest
  • Self-managing teams
  • Service:
    • in enlightened self-interest
    • by rescuers
  • Smartphones
  • Socialization
  • Sociotechnical Systems
  • Staff experiences
  • Start-ups
  • Status symbols, equalizing
  • Strategic vision of greatness
  • Style
  • Submission to authority
  • Subordinates:
    • as adversaries
    • number of
  • Success, defining
  • Supervisors:
    • ground rules for
    • number of subordinates for
  • Support:
    • expression of
    • vision for
  • Surprise

T

  • Tactics:
    • authentic
    • manipulative
    • in organizational politics
  • Teams:
    • balance of individuals and
    • self-managing
    • vision for
  • Team Building
  • Technology
    • anxiety resulting from
    • for employee monitoring
  • Tension, moving toward
  • Termination
  • Third-party interviews
  • Tom's Shoes
  • Top management. See also Bosses
    • authority of
    • compensation of
    • conditions for
    • dialogue with
    • power of
    • and staff-auditing or policy-enforcement groups
  • Trust
    • in adversaries
    • in allies
    • in bedfellows
    • in fence sitters
    • negotiating
    • in opponents

U

  • Understating downside
  • U.S. industry:
    • in 1980s and 1990s
    • market and business revolution
  • Upward mobility

V

  • Values
  • Virtual jobs
  • Virtual relationships
  • Vision (in general):
    • of empowerment
    • mission statement vs.
    • of possibility, creating
    • of preferred future
    • reluctance to articulate
  • Vision of greatness
    • avoiding
    • choosing
    • in claiming autonomy
    • coaching others in creating
    • communicating
    • creating
    • effects of articulating
    • enacting
    • examples of
    • goals and objectives vs.
    • importance of
    • lack of
    • lofty
    • other's alignment with
    • strategic
  • Vision statement
  • Vulnerability, disclosing

W

Z

  • Zappos
  • Zingerman's Delicatessen (Ann Arbor, Michigan)
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