Chapter 11
Encouraging Constructive Dialogue

Leaders have always been encouraged to engage in frequent and widespread communication in support of their role of defining and moving towards the future. Some have become public spokespersons for their company, as is the case at Ford; others speak in the company's annual report; while still others direct their corporations from within, from mission statement to memos. However, it is not unusual for these same well-intentioned leaders to fall into the trap of having their communication be largely going one way; in other words, they are mostly in "transmit" mode, and only rarely in "receive."

Sometimes they rationalize this as a consequence of shortage of time, the need for speed, and the rapid coalescing of a workforce around a new sense of direction. What they forget, however, is that there is rarely a "coming together" of a workforce in a truly committed sense without some involvement in the definition of that direction, input into the jigsaw puzzle that will emerge as the picture of the future business.

This involvement is not meant to be permission seeking or some business version of democracy. What it should be is a means by which people at many levels can input ideas, voice reactions, and share opportunities, fears, and questions. If this occurs, leaders will find their organizations ultimately much more committed, feeling less as if they have been simply directed and more as if they have genuinely been part of a dialog in forging a path to the future.

Learning to Ask

Peter Drucker defined the crucial difference between the traditional leaders of yesterday's organizations and the leaders of the future when said, "The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask."^[1]

The traditional hierarchical model of leadership will not work effectively for major organizations in tomorrow's changing world. The organization of the future is based on the "team approach," in which shared leadership, building alliances, and empowering people are essential to the success of the company. A leader will no longer be the sole decision maker. In the future, and in many companies right now, before global goals and objectives are fully adopted and incorporated into both short-term and long-term projects, the global leader will get input and buy-in from all levels. This process takes time, but it is time well spent and should be treated as a priority.

The tendency right now is to flatten the corporation. The long chain of command is no longer effective. Our company has [fewer] people with bigger jobs....Flatter companies will be more flexible, have more effective communication, and have the freedom to react and respond to business needs.^[2]

The effective global leader of the future will need to consistently ask for feedback and to solicit new ideas. A variety of key stakeholders, such as present and potential customers, suppliers, team members, cross-divisional peers, direct reports, managers, other organizational members, researchers, and thought leaders, will be vital sources of information. Leadership inventories, satisfaction surveys, phone calls, voice mail, email, the Internet, satellite hook-ups, and in-person dialogue are some of the many ways a leader ask for feedback.

The trend toward asking is already clear. Twenty years ago top executives rarely asked for feedback. Today the majority of leaders in the most highly respected organizations in the world regularly ask for feedback. The global leader must rely heavily on his or her ability to ask questions that will enhance the exchange of personal and organizational knowledge. Asking the right questions will bring to surface any underlying issues and may help the executive reconsider a behavior, a decision, or a possible course of action.

By asking the right questions, the beliefs, behaviors, and actions of the leader will be either supported or confronted, and his or her current course will be either validated or challenged. Whether positive or negative, this feedback gives the leader insight into his or her personal leadership style and also helps keep business risks in check. For instance, James Despain, while acting as a corporate leader in turning around the globally active Caterpiller corporation, encouraged several levels of information exchange, going far beyond just a suggestion box.

Aside from the obvious benefit of gaining new ideas and insights, asking by top global leaders has a secondary benefit that may be even more important. The leader who asks is providing a role model. Sincere asking demonstrates a willingness to listen and learn, a desire to serve, and a humility that can be an inspiration for the entire organization. Despain, for example, was showing, not telling, his colleagues—all the way to night sweeper (a position, by the way, at which he first started with the company)—that he could hear them and wanted to hear from them.

Asking and listening create the basis of mutual trust and true dialog that are fundamental to the networking of ideas. In today's rapidly fluctuating marketplace, this is critical to good decision making and the formation of a robust, resilient workforce.

Listening with an Open Mind

At the heart of encouraging constructive dialogue is the ability to listen: Who will continue to speak to someone who hasn't the ability to listen? Open-minded listening leads to a two-way dialogue between the leader and the other person; thus it is a necessary skill for true communication in any arena. Effective global leaders have the ability to two-way communicate, which means they can listen as well as give feedback. The leader does not necessarily have to agree with the opinions and feedback he or she receives. However, by listening to and understanding the information, the global leader builds valuable resources upon which to draw when attempting to understand and solve employee and organizational challenges.

One person who comes to mind listens a lot more than he speaks. He makes sure that what he says is thoughtful. He is supportive of others and empathetic to their situations. 'You have two ears and one mouth, use your ears, hear twice as much.'^[3]

Each leader will possess many skills and attributes, but no leader will possess them all. However, many of these skills can be learned and many mistakes can be avoided if the leader has the ability and patience to listen to others, especially to those who possess the skills, knowledge, and attributes that the leader does not possess. On the other hand, the leader will not learn or expand his or her knowledge without possessing this attribute.

The value and benefits of listening are great. In fact, listening is possibly the one absolutely necessary skill for a global leader to be successful, because listening leads to learning—learning about self, others, the organization, and the industry.

Accepting Constructive Feedback

Effective global leaders create an atmosphere that welcomes constructive feedback by avoiding defensive reactions, such as responding to feedback with negative and destructive comments about the other person, speaking over the person giving the feedback, and defending and justifying actions and behaviors rather than listening to and accepting the feedback as valuable. These unproductive reactions to feedback create an atmosphere of cynicism and apathy, undermining any possibility of change.

Global leaders will need to provide recognition and support for people who have the courage to tell the hard truth before issues become disasters. Asking for input, and then "shooting the messenger" who delivers the bad news is worse than not asking at all.

Effective global leaders are not defensive when receiving feedback, because they value what is being said. They focus on the value of other people's opinions, fight the urge to prove them wrong, and simply accept their opinions as their perceptions of reality. The effective global leader of the future understands that being defensive bars him or her from hearing and understanding new ideas and suggestions, which will most likely lead to missed opportunities for change.

Effective leaders are able to listen to others without making judgments too quickly. They can listen to one side of the story completely without a reaction (good or bad), until the whole situation is presented. Then, once they understand all of the perspectives, they can formulate the best response.^[4]

Leaders who can listen to, accept, process, and learn from feedback will have a tremendous competitive advantage, because they will make fewer mistakes and miss fewer opportunities than those leaders who do not value others' opinions.

Putting Yourself in Someone Else's Shoes

Perhaps one of the greatest challenges of the global leader of the future is the ability to interact effectively with people on all different levels throughout an organization. Leaders must be able to discuss company issues with top management, middle management, and those employees at the lower levels in a way that each group can understand. One of the great leaders who is a role model for this behavior is Alan Mulally, who runs Boeing Commercial Aircraft. Alan makes a regular practice of conducting "town hall meetings" that may involve customers, suppliers, and employees at all levels in his organization. He not only has a clear focus on communicating important messages to people across the organization, he also reaches out on a consistent basis to ask for their input and hear what they have to say.

Possibly even more challenging than the ability to interact with people throughout the organization is looking at and understanding different situations from another person's point of view. However, the global leader of the future will make a conscious effort to understand his or her colleagues' and workers' perspectives and expectations. They will seek to understand by asking questions and by remaining open to different ideas.

Another technique Alan Mulally uses is to ask team members at the end of every discussion, "Are there any ideas that we may have left out? Are there any people we may have left out?" This technique has helped Alan do an even better job of encouraging constructive dialogue.

Effective leaders can put themselves in someone else's shoes and understand their expectations. They must lead this way in order to move and motivate people. Money is not always what motivates people.^[5]

Part of understanding another person's frame of reference means listening to the content of what he or she says as opposed to just responding to the way in which it is said.

Different people communicate differently, and effective leaders will be able to get around this boundary. They will be capable of empathizing to the extent of understanding the other person's perspective, without necessarily agreeing with what is being said. By putting themselves in others' shoes, by understanding others' motivations, values, and ambitions, the global leader can determine their best qualities and attributes, and be confident that he or she is putting individuals into positions in which they will be most beneficial to the company and most happy in their jobs.

Welcoming New Ideas

The global leader of the future will be surrounded by people with diverse views and opinions, and needs to be able to take advantage of these valuable perspectives. A leader in one of the world's largest human resources services firms recently rolled out a global initiative. Before any formal communication occurred, he enlisted the support of a representative global team to ensure that communications would be understood and well received around the world. Not only does this leader have the ability to listen and understand different points of view, he welcomes new ideas.

Executives who are able to openly listen to and consider a broad range of viewpoints, make the tough decisions, and yet leave people understanding that their input was carefully considered, can then forge a common purpose.^[6]

This person is intrigued, not threatened, by different perspectives. He or she encourages people to challenge the status quo by asking questions to clarify and understand different positions. Obstacles and barriers that interfere with innovation are removed, and the climate is such that people feel they have a voice in company decisions.

Conclusion

Besides face-to-face dialogue, there are many methods that a global leader can use to encourage constructive dialogue, including 360-degree feedback surveys, mini-surveys, and questionnaires. As long as there are not too many questions, feedback can be gathered from a myriad of sources, such as the leader's manager, team members, customers, and colleagues. Such feedback may be taken on a regular (biyearly or even quarterly) basis and after significant milestones, depending on the type of work executed by the leader. Each local manager should evaluate the global leader, and questionnaires may be used to garner whether or not people from different backgrounds accept someone as a global leader.

The global leader will need to keep tabs on his or her ability to accept, listen to, and respect feedback from many different sources, because the global success of his or her company may be highly dependent on the leader's ability to encourage constructive dialogue, listen without judgment or defensiveness, and appreciate and understand the many different viewpoints and perspectives of his or her own culture as well as the many cultures around the world.

Resource Section: Encouraging Constructive Dialogue

ITEM 44: Asks People What He or She Can Do to Improve

WHAT TO DO

• Recognize that success in your career requires continued development of skills and knowledge.
• Recognize that the capacity to encourage and stay open to feedback is essential to the improvement of your managerial skills.
• Recognize that feedback you ask for is generally of a higher quality and easier to receive than if unsolicited.
• Learn from your mistakes.

HOW TO DO IT

• When soliciting feedback from others, use open-ended questions, such as what? how? and why?
• Actively ask your managers for feedback on a continuing basis. Ask for specific comments and suggestions in the areas that you want to improve.
• Encourage your employees and coworkers to provide ongoing feedback. Ask them, "What can I do to be more effective?" and "What can I do to help you be more effective in your job?"
• When someone gives you vague feedback, ask for more specific information and examples.
• Thank the person who has given you feedback.
• Be aware of defensiveness and avoid arguing, denying, or rationalizing your behavior.
• After receiving feedback, think about it, decide if you want to change your behavior or approach, and act on it immediately.
• Select one to three areas that you want to improve based on the feedback you received, and develop an action plan.
• Follow up with your direct reports and coworkers every two to three months to see how you are doing.
• Schedule regular feedback sessions with your peers, employees, and coworkers. Former managers and coworkers may be good resources as well.
• Determine who is especially good at asking and accepting feedback, and get his or her advice.

HOW TO USE THIS SKILL FURTHER

• Practice by asking family and friends for feedback.
• Become a member in team or group activities where giving and receiving feedback is highly valued.
• Ask for feedback on how well you ask for feedback.
• Keep a record of the feedback you get, including frequency, topics, and what your response was.

RESULTS YOU CAN EXPECT

• You may expect others to be more willing to give you feedback.
• You may gain insight into yourself that will improve your life both at work and at home.
• You may improve your skills through continuous learning.

READINGS

• 360 Degree Feedback: The Powerful New Model for Employee Assessment & Performance Improvement. Mark R. Edwards & Ann J. Ewen. 1996. AMACOM: New York, ISBN 0-8144-0326-3.
• Coaching for Leadership: How the World's Greatest Coaches Help Leaders Learn. Marshall Goldsmith, Laurence Lyons, & Alyssa Freas. 2000. Jossey-Bass: San Francisco, ISBN 787955175.
• Making Feedback Work: Turning Feedback from Employee Surveys into Change. Joe Folkman. 1998. Executive Excellence: Provo, UT, ISBN 1890009423.
• The Leader of the Future: New Visions, Strategies, and Practices for the Next Era. Frances Hesselbein, Marshall Goldsmith, & Richard Beckhard. 1996. Jossey-Bass: San Francisco, ISBN 0787901806.
• Wisdom Circles: A Guide to Self-Discovery and Community Building in Small Groups. Charles Garfield, Cindy Spring, & Sedonia Cahill. 1999. Hyperion: New York, ISBN 786883634.

ITEM 45: Genuinely Listens to Others

WHAT TO DO

• Recognize that you gain ideas from others through listening.
• Expect others to have good ideas.
• Create time for listening.
• Express an interest in what is being said.
• Suspend judgment while you concentrate on understanding an idea.
• Check your understanding and let others know you have heard them accurately.
• Follow through; let the speaker know about any results.
• Be an active listener.
• Focus your attention on ideas.
• Keep an open mind.
• Become aware of feelings of the other person; watch nonverbal behavior and note voice characteristics.
• Analyze what is being said nonverbally.

HOW TO DO IT

• Avoid being sidetracked by your reactions to the speaker's status, sex, method of delivery, or cultural differences.
• Put aside any negative feelings about past experiences with the speaker.
• Include time for listening in your daily schedule.
• Work to reduce distraction by having phone calls held and other interruptions prevented when you are meeting with someone.
• Encourage the speaker to continue by smiling, nodding, and saying "Yes, I see, please go on."
• Allow pauses to make sure the speaker has the time he or she needs to communicate.
• Use open-ended questions such as "Explain, describe, say more..." to encourage the speaker.
• Be sensitive to the feelings of the other person. Ask yourself, Why did he or she say that? and What was meant?
• Frequently clarify, paraphrase, and/or summarize to make sure you understand both content and feelings.
• Don't react until you are sure you have fully understood the other person.
• Have more one-on-one meetings to establish rapport and to learn others' viewpoints.
• Use open-ended questions that invite more than one-word answers.
• Listen for central ideas. Pick out the ideas as they are stated, sorting the facts from assumptions, evidence from opinion.
• Instead of judging what the person says as wrong, clarify meaning by restating in your own words what you thought was said.
• Observe people who are good listeners, and ask them for tips.
• Tell others you want to improve your listening skills.
• Ask others to tell you when they feel you are not listening to them

HOW TO USE THIS SKILL FURTHER

• Practice active listening with family and friends, and observe how these relationships improve.
• Use active listening in various social situations, and watch your popularity grow.
• Assume a facilitator role in group discussions.
• Ask your work unit, associates, and managers for feedback on how well you listen to them.
• Track the number of ideas your work group suggests.

RESULTS YOU CAN EXPECT

• You may have better rapport with coworkers.
• Communication with others may improve.
• The number of ideas developed through others may increase.

READINGS

• Effective Listening Skills. Dennis M. Kratz & Abby Robinson Kratz. 1995. McGraw-Hill: New York, ISBN 0786301228.
• Listening: The Forgotten Skill. Madelyn Burley-Allen. 1995. John Wiley & Sons: New York, ISBN 0471015873.
• The Good Listener. James E. Sullivan. 2000. Ave Maria Press: Notre Dame, IN, ISBN 0877939438.
• The Leader of the Future: New Visions, Strategies, and Practices for the Next Era. Frances Hesselbein, Marshall Goldsmith, & Richard Beckhard. 1996. Jossey-Bass: San Francisco, ISBN 0787901806.
• The Zen of Listening: Mindful Communication In The Age Of Distraction. Rebecca Z. Shafir. 2000. Quest Books: Wheaton, IL, ISBN 0835607909.

ITEM 46: Accepts Constructive Feedback in a Positive Manner (Avoids Defensiveness)

WHAT TO DO

• Recognize that being aware of the impact your behavior has on other people is a critical managerial skill.
• Recognize that feedback you ask for is generally of a higher quality and easier to receive than if unsolicited—so ask often!
• Encourage and stay open to constructive feedback from your coworkers.
• When criticism is difficult to accept, there is probably some truth to it.
• Recognize that providing feedback is difficult for both the giver and the receiver.
• Don't "shoot the messenger" of bad news.
• Don't take criticism personally. It is an opportunity for growth.
• Learn not to take yourself too seriously.

HOW TO DO IT

• Schedule feedback sessions with your manager and members of your work group frequently.
• Ask for small amounts of feedback on a regular basis so that it doesn't pile up.
• Be specific about the skills or behaviors you want feedback on.
• Think about ways that make it easier for you to respond to criticism.
• When there is a problem you need to address, use active listening skills to check your understanding and let the person know you heard him or her accurately.
• Ask for behavioral examples when criticism is not clear.
• Think about ways to make it easier for others to give you feedback. For example, you could tell the person ahead of time what you want to talk about and why.
• Thank the person who has given you constructive feedback.
• Obtain feedback from a variety of sources to get a more complete picture.
• Use open-ended questions such as "Explain, describe, say more..." to encourage the speaker.
• Be aware of defensiveness, and avoid arguing, denying, or rationalizing your behavior.
• Take time to evaluate the feedback received and determine whether more feedback is needed and what, if any, action or behavioral change is necessary.
• Ask for suggestions on your developmental areas.
• Determine who is especially good at dealing with criticism and get his or her advice. List possible questions and names of people you could ask. Don't forget to consider former managers, customers, family members, and peers.
• Solicit feedback on your personal leadership as part of your subordinates' performance appraisals and coaching sessions by asking questions such as, "What am I doing to hinder your goal accomplishment? and "What would you suggest I do differently?"
• Ask an effective leader to role-play interactive situations with you. Ask him or her to provide you with specific behavioral feedback and to suggest alternative behavior that could enhance your ability to lead.

HOW TO USE THIS SKILL FURTHER

• Practice by asking family and friends for feedback.
• Become a participant in team or group activities where giving and receiving feedback is highly valued.
• Ask for feedback on how well you accept constructive criticism.
• Keep a record of the feedback you get, including frequency, nature, and what your response was.
• Look for positive feedback on the improvements you have made and for additional input on further improvements you might make.

RESULTS YOU CAN EXPECT

• You may expect others to be more willing to give you feedback.
• You may improve your skills effectively through continuous learning.

READINGS

• Choosing 360: A Guide to Evaluation Multi-Rater Feedback Instruments for Management Development. Ellen Van Velsor, Jean Brittain Leslie, John W. Fleenor. 1997. Center for Creative Leadership: Greensboro, NC, ISBN 1882197305.
• Designing Feedback: Performance Measures for Continuous Improvement. Carl G. Thor. 1998. Crisp Publications: Menlo Park, CA, ISBN 1560524685.
• Employee Surveys That Make a Difference: Using Customized Feedback Tools to Transform Your Organization. Joe Folkman & Jack Zenger. 1999. Executive Excellence: Provo, UT, ISBN 1890009431.
• Feedback to Managers: A Review and Comparison of Multi-Rater Instruments for Management Development. Jean Brittain Leslie & John W. Fleenor. 1998. Center for Creative Leadership: Greensboro, NC, ISBN 1882197356.
• Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement. Manuel London. 1997. Lawrence Erlbaum: Mahwah, NJ, ISBN 0805824758.
• Maximizing the Value of 360-Degree Feedback: A Process for Successful Individual and Organizational Development. Walter W. Tornow. 1998. Jossey-Bass: San Francisco, ISBN 0787909580.
• The Leader of the Future: New Visions, Strategies, and Practices for the Next Era. Frances Hesselbein, Marshall Goldsmith, & Richard Beckhard. 1996. Jossey-Bass: San Francisco, ISBN 0787901806.
• The Official Criticism Manual. Deborah Bright. 1997. Bright Enterprises: New York, ISBN 0963578308.

ITEM 47: Strives to Understand the Other Person's Frame of Reference

WHAT TO DO

• Realize that differences in race, culture, and background are advantages, not deficits, for effective teamwork and problem solving.
• Recognize the value of having a diverse workforce by utilizing the full potential of all employees and building on complementary skills, backgrounds, and cultural knowledge.
• Assess and appreciate the different styles and approaches in people.
• Realize that understanding others' thinking may enhance your own ideas and make you appear less stubborn.
• Recognize that you gain ideas from others through listening and understanding.
• Expect others to have good ideas.
• Express an interest in what is being said.
• Suspend judgment while you concentrate on understanding others' frames of reference.
• Check your understanding, and let others know you have heard them accurately.
• Keep an open mind.

HOW TO DO IT

• Encourage people to come up with different ideas and perspectives to solve problems and spot opportunities.
• Involve a wide variety of people in your professional and personal life. Take the time to get to know them.
• Put yourself in the other person's shoes. Look at the situation from the other person's point of view before defending your own.
• Don't argue about why you are right. Simply state your point of view.
• Put aside any negative feelings about past experiences with the speaker.
• Include time for listening in your daily schedule.
• Don't react until you are sure you have fully understood the other person.
• Have more one-on-one meetings to establish rapport and to learn others' viewpoints.
• Instead of judging what the person says as wrong, examine your assumptions and clarify understanding by restating in your own words what you think was said.
• Use open-ended questions that invite more than one-word answers to further understand others' frames of reference.
• Ask others for their opinion before you state yours. When stating your opinions, preface your statements with words such as, "In my opinion..." or "I think...."
• Ask your manager, associates, and employees to give you feedback on how you are doing in this area. Solicit suggestions that could develop your skill.
• Observe people who are flexible and open minded, and ask them for tips.

HOW TO USE THIS SKILL FURTHER

• Learn to appreciate people from diverse backgrounds through travel, books, and films, and by attending local cultural events.
• Become friends with individuals whose backgrounds and experiences are different from your own.
• Practice listening with family and friends, and observe how these relationships improve.
• Assume a facilitator role in group discussions.

RESULTS YOU CAN EXPECT

• Work groups may be more open to ideas from all members.
• You may have better rapport with coworkers.
• The number of ideas developed through others may increase.

READINGS

• Building a House for Diversity: A Fable About a Giraffe & an Elephant Offers New Strategies for Today's Workforce. Marjorie I. Woodruff & R. Roosevelt Thomas, Jr. 1999. AMACOM: New York, ISBN 814404634.
• Human Dynamics: A New Framework for Understanding People and Realizing the Potential in Our Organizations. Sandra Seagal & David Horne. 2000. Pegasus Communications: Williston, VT, ISBN 1883823072.
• Mentoring and Diversity. Belle Rose Ragins, David Clutterbuck, & Lisa Matthewman. 2001. Butterworth-Heinemann: Woburn, MA, ISBN 750648368.
• Redefining Diversity. R. Roosevelt Thomas. 1996. AMACOM: New York, ISBN 814402283.
• Riding The Waves of Culture: Understanding Diversity in Global Business. Alfons Trompenaars & Charles Hampden-Turner. 1997. McGraw-Hill: New York, ISBN 786311258.
• Workforce 2020: Work and Workers in the 21st Century. Richard Judy & Carol D'Amico. 1997. Hudson Institute: Santa Barbara, ISBN 1558130616.

ITEM 48: Encourages People to Challenge the Status Quo

WHAT TO DO

• Encourage others to be less conservative and more willing to take risks when making decisions.
• Remove obstacles or barriers in your organization that interfere with initiatives to achieve innovation.
• Try to understand why others resist changes or are against innovation.
• Encourage people to stand up for what they believe in, even under pressure.
• Help others develop a positive attitude when facing objections.
• View the objections or obstacles as opportunities to find innovative solutions.
• Set a climate in which people feel free to air their opinions.
• Ask people to tell you their concerns.
• Be receptive to questions.
• Listen when others disagree. Don't discourage others when this type of discussion occurs.
• Work to gain support and cooperation from the key individuals in your organization.

HOW TO DO IT

• When considering new and innovative ideas, ask yourself and others "why not?" instead of "why?"
• Communicate new ideas with confidence and enthusiasm, and convey a can-do attitude.
• When presenting a new idea, provide as much background information as possible to your work group.
• Be open and friendly. Let people know they can question and disagree.
• When you are questioned, respond in a nondefensive manner; this gives people permission to question.
• Remain nondefensive; actively listen to their reasons.
• Indicate approval by saying such things as, "I can see how this type of thing could cause a problem...."
• Take the time to listen and respond to people's questions, opinions, and concerns.
• Don't punish people for speaking up or for delivering bad news.
• Identify one or two people in your organization who can help you make the change a reality.

HOW TO USE THIS SKILL FURTHER

• Increase your interaction with employees and colleagues.
• Learn from colleagues who excel at challenging the status quo.
• Ask your manager and coworkers for specific feedback on how you are doing in this area.
• Practice open communication with your spouse and children.

RESULTS YOU CAN EXPECT

• You may be seen by others as assertive and cooperative.
• You may have a better understanding of how others around you feel.
• Respect from your work group may increase.
• You may solve problems or overcome obstacles much more quickly.

READINGS

• 10 Lessons From the Future: A Personal Seminar on Tomorrow. Wolfgang Grulke. 2000. Financial Times–Prentice Hall: Upper Saddle River, NJ, ISBN 273653296.
• Age of Unreason, Charles Handy. Warren G. Bennis. 1998. Harvard Business School Press: Boston, ISBN 875843018.
• Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives. Michael Hammer. 1997. HarperCollins: New York, ISBN 887308805.
• Business Climate Shifts: Profiles of Change Makers. W. Warner Burke, Richard Koonce, & William Trahant. 1999. Butterworth-Heinemann: Woburn, MA, ISBN 750671866.
• Evolve!: Succeeding in the Digital Culture of Tomorrow. Rosabeth Moss Kanter. 2001. Harvard Business School Press: Boston, ISBN 1578514398.
• First, Break All the Rules: What the World's Greatest Managers Do Differently. Marcus Buckingham & Curt Coffman. 1999. Simon & Schuster: London, ISBN 684852861.
• Management 21C: Someday We'll All Manage This Way. Subir Chowdhury. 1999. Financial Times–Prentice Hall: Upper Saddle River, NJ, ISBN 273639633.

Endnotes

1. Peter Drucker made this comment in a meeting of the Drucker Foundation Advisory Board in 1993.

2. Products and services, Mexico, 46.

3. Technology, United States, 32.

4. Products and services, United States, 29.

5. Products and services, Mexico, 46.

6. Products and services, United States/England/Norway, 49.