Index
Accountability, Royal Rumble team and
Agendas, developing of, Spectator team and
Agendas, amplifying other voices and
Aggression, shutting down, Bleeding Back team and
Alignment problems
“Amygdala hijack,”
Back channels
Bleeding Back team and
productive conflict and
Behavior
bad, productive conflict and
embarrassing, Royal Rumble team and
Beliefs, promoting positive assumptions and
Blame, risk of, Bobble Head team and
Bleeding Back team
civility and
conflict and
diagnostic test
example of
impact of
origins of problem
triage, individual
triage, team
Bobble Head team
alignment problems and
conflict and
desire for harmony
diagnostic test
impact of
origins of problem
real estate company example
triage, individual
triage, team
Brush-off, other voices and
Bully, the Bullied, and the Bystander, The (Coloroso)
Burnout, Crisis Junkie team and
“But,” avoiding use of
Capabilities, different, Spectator team and
Careers, stalled, Crisis Junkie team and
Challenger explosion report
Choices, false, Royal Rumble team and
Christensen, Clayton
Civility, team behavior and
Clarity, lack of, Crisis Junkie team and
Coloroso, Barbara
Communication skills, lack of, Bleeding Back team and
Competence, of teammates, positive assumptions and
Conflict. See Productive conflict, embracing; Royal Rumble team
Confusion, Bleeding Back team and
Context of actions, considering
Control, lack of, conflict avoidance and
Courage, lack of, conflict avoidance and
Crisis Junkie team
alignment problems and
conflict and
diagnostic test
impact of
origins of problem
SARS outbreak example
triage, individual
triage, team
value of crisis and
Criteria, setting and saying “no,”
Criticism, lack of constructive, Bleeding Back team and
Curiosity, adding full value and
Cynicism, not adding full value and
Decisions
formalizing process, Bobble Head team and
poor, Bleeding Back team and
poor, Bobble Head team and
risky, Crisis Junkie team and
slowness in making, Royal rumble team and
Delegation, saying “no” and
Devil's advocacy, Bobble Head team and
Disagreements. See also Royal Rumble team
Bleeding Back team and
Bobble Head team and
Disengagement, Spectator team and
Dissent. See also Royal Rumble team
making room for, Bleeding Back team and
productive conflict and
Diversity
adding full value and
other voices and
Dynamic problems
Emanuel, Rahm
Embarrassing behavior, Royal Rumble team and
Emergencies, saying “yes” and
Emotional intelligence, Royal Rumble team and
Emotions, understanding, to promote positive assumptions
Empathy, Royal Rumble team and
Engagement, Royal Rumble team and
Exhaustion, not adding full value and
Experience, leveraging to add full value
Expertise, obsession with, not adding full value and
Face saving, conflict avoidance and
Familiarity, Bobble Head team and
Fear of missing out (FOMO), not saying “no” and
Feedback
lack of, Bleeding Back team and
productive conflict and
Feynmann, Richard
Finesse, productive conflict and
Focus, lack of, not adding full value and
FOMO (fear of missing out), not saying “no” and
Full value, adding
adding wrong value
causes of not adding value
conflict and
health check for
inner circle and
responsibilities for improving team
techniques for
vulnerability and
Functions and roles, diversity and
Goleman, Daniel
Gossip, shutting down, Bleeding Back team and
“Grunt work,” saying “yes” and
Health checks
adding full value
amplifying other voices
embracing productive conflict
saying “no,”
starting with positive assumptions
Homogeneity, Bobble Head team and
Humor, Royal Rumble team and
Impact of plan, productive conflict and
Implementation
slow, Bleeding Back team and
struggles with, Spectator team and
Industry expertise, adding full value and
Infighting, Crisis Junkie team and
Information, gathering to promote positive assumptions
Inner circle, breaking into
Innovator's Dilemma, The (Christensen)
Integrity, of teammates
Inter-team confusion, Bleeding Back team and
Issues
focusing on, Royal Rumble team and
resolving, Crisis Junkie team and
underlying, productive conflict and
Izzo, Dr. John
Knee-jerk reactions, Crisis Junkie team and
Life experience, adding full value and
Listening, productive conflict and
Mandates
defining of, Crisis Junkie team and
developing of, Spectator team and
lack of, Spectator team and
Meetings
delegation and saying “no,”
fixing, Crisis Junkie team and
poor management of, Royal Rumble team and
resetting of, Spectator team and
Micro-conflicts
Micromanagement, adding wrong value and
Minority voices, listening to
Negative assumptions, stifling impulse to make
“No,” knowing when to say
health check for
reasons we don’t say “no,”
responsibilities for improving team and
team leader's failure to prioritize and
techniques and tips for
work as not finishable and
“Not applicable” defense, other voices and
Opportunity, seeing from diverse perspectives
Other voices, amplifying of
conflict and
diversity and
health check for
minority voices and
responsibilities for improving team
speed and
techniques for
Overconfidence, Bobble Head team and
Passive culture. See Spectator team
Passive-aggressive behavior. See Bleeding Back team
“Ping-Pong problem,”
Politeness, conflict avoidance and
Politics, Crisis Junkie team and
Positive assumptions, starting with
competence, reliability, and integrity of teammates
conflict and
health check for
techniques for
unconscious brain and
“Presenteeism,”
Priorities, lack of clear, Crisis Junkie team and
Problems, returning to, Royal Rumble team and
Productive conflict, embracing of
common responses to conflict
effects of failure to embrace
health check for
reasons we avoid conflict
responsibilities for improving team
techniques for
unproductive versus productive conflict
Questions, asking great, Spectator team and
Recognition, individual, Royal Rumble team and
Reliability, of teammates
Resources, insufficient, Crisis Junkie team and
Rewards, individual, Royal Rumble team and
Roles, rotating, Bobble Head team and
Royal Rumble team
conflict and
diagnostic test
dynamic problems and
engagement and
example of
impact of
origins of problem
triage, individual
triage, team
Rules of engagement, Royal Rumble team and
Safety and trust, low, Bleeding Back team and
Sarcasm, hearing other voices and
Scenarios, productive conflict and different
Second guessing, Bleeding Back team and
Self, loss of, Bobble Head team and
Self-preservation, conflict avoidance and
Silencing, defending against
Solutions, shoddy, Crisis Junkie team and
Spectator team
conflict and
diagnostic test
dynamic problems and
example of
impact of
origins of problem
overload and
triage, individual
triage, team
Speed, amplifying other voices and
Staff turnover, Royal Rumble team and
Stakeholders
diversity and
involving external, Bobble Head team and
Stalemates, breaking, Royal Rumble team and
Strategy, failure to execute, Crisis Junkie team and
Strengths, leveraging of, diverse perspectives and
Stress
Bleeding Back team and
Bobble Head team and
Crisis Junkie team and
Tactile toys, attention in meetings and
Team building, toxic teams and
Team Inoculation™ program
Team leaders
Bleeding Back team
Bobble Head team
Crisis Junkie team
failure to prioritize and
productive conflict and
Spectator team
Teams, generally
advantages and disadvantages of
home life and
ineffective ways of handling problems with
need to cure themselves
as permanent workplace fixture
Technical expertise
adding full value and
overvaluing of, Spectator team and
Thinking
siloed, Spectator team and
styles of, diversity and
Threats, seeing from diverse perspectives
3M Post-it Notes
Time, wasted, Spectator team and
Tone of meeting
Bleeding Back team and
productive conflict and
Toxic teams. See also Bleeding Back team; Bobble Head team; Crisis Junkie team; Royal Rumble team; Spectator team
alignment problems and
coping within
dynamic problems and
example of
symptoms of
Trust, low, Bleeding Back team and
Turnover in staff, Royal Rumble team and
Two truths, productive conflict and
Unique value, adding and saying “no,”
“Us” versus “them,” Bobble Head team and
Viewpoints, bringing new to team discussions
Vulnerability, adding full value and
Weaknesses, seeing from diverse perspectives
“Why,” avoiding use of
“Yes,” saying “no” and
You in team. See also Full value, adding; “No,” knowing when to say; Other voices, amplifying of; Positive assumptions, starting with; Productive conflict, embracing of
responsibilities for improving team
role in creating Toxic Team
team building and