INDEX
abundance gap, 106
accountability
culture of abundance and, 43–44
Everest goals and, 120f, 121–22
achievement needs, 52
adenosine triphosphate (ATP), 50
Adhocracy Quadrant, 130, 130f, 140–44
affirmative orientation, 107–8, 111, 113, 119
agreement in communication, 32–33, 91–92
alternative language, 28–30
American Customer Satisfaction Index, 132
Apple Inc., 113
Aristotle, 106–7
artifacts, 21
Baker, Wayne, 141–43
Benne, K. D., 33–34
Beryl Health (call center), 54
best practices, identifying, 26
Boeing Co., 113
brain hemispheres, 35–37
Bruch, H., 56
change, cultural
commitment and, 39–42
example of, 22–25
field theory of, 30–34, 31f, 32f
readiness for, 26–30
resistance to, 30–34
sustainability and, 42–47
change agents, 34
“change teams,” 70
Chin, R., 33–34
choice, recreation and, 65
C. K. Prahalad Initiative, 113
Clan Quadrant, 130–31, 130f, 136–40
Cohen, S., 6
Cole, M. S., 56
Colorado radioactive storage site, 110–12
commitment, generating, 39–42
communication, supportive. See supportive communication
comparative standard, 26
Competing Values Framework, 16–17, 125–26, 128–47, 130f, 155–56
competition
Competing Values Framework and, 129–32
recreation and, 66
congruency in communication, 83–84, 92
contemplative practice, 60–63
contribution
Everest goals and, 108–9, 112, 120f, 121–22f
generalized reciprocity and, 140
Crocker, J., 109
culture of abundance, 14–15, 19–47
commitment and, 39–42
cultural change and, 22–25
readiness for, 26–30
resistance to, 30–34
summary of developing, 150–52
sustainability and, 42–47
customer loyalty, 132–36
Davis, Murray, 37
Deci, Ed, 110
defensiveness, 81
deficit gap, 106
“density score,” 69–70
descriptive vs. evaluative communication, 84–88, 92
deviance, positive and negative
Everest goals and, 105–6, 105f, 111, 112, 119
excitement curve and, 135
disconfirmation, 81
Disney Corporation, 28–29
driving forces, increasing, 31, 33–34
emotional energy, 50–51
empowerment
dimensions of, 137–38
facilitating, 139
energizing leaders
characteristics of, 56–57
exposure to, 55–56
impact of, 76–77
positive leadership practices and, 131–32
energy networks, positive, 15, 49–77
assessing, 67–76
contemplative practice and, 60–63
developing, 58–60
Everest goals and, 109–10, 112, 113, 119
fun, recreation and, 63–67
importance of, 54–57
motivation and, 51–54
summary of, 152–53
types of energy and, 50–51
evaluative vs. descriptive communication, 84–88
Everest goals, 104–23
described, 104–9
individual, 114–16
organizational, 110–14, 116–17
summary of establishing, 154–56
sustainable energy and, 109–10
existence needs, 52
expectancy theories, 52–53
explicit behavior, 21
external focus, 129–31
feedback
negative (see negative feedback)
positive, 58–60
recreation and, 65
field theory of change, 30–34, 31f, 32f
flexibility
in communication, 91
in Competing Values Framework, 129–30
force field analysis, 31f, 32f
Ford Motor Company, 113
Fredrickson, B. L., 61
fun and energy, 63–67
Gandhi, Mahatma, 22
General Electric (GE), 114
generalized reciprocity, 140–44
General Motors, 22–24
George Mason University, 2
Giro Sports, 114
description of Everest, 104–9
individual, 114–16
motivation and, 52
organizational, 110–14, 116–17
recreation and, 65
sustainable energy and, 109–10
types of, 101–4
goal standards, 27
“goods of first intent,” 106–7, 111, 112–13, 119
growth needs, 52
Harada, Toshi, 1
health care, improvement in, 14f
heliotropic effect, 4–7
Hierarchy Quadrant, 130, 130f, 144–46
Honda, 114
Hoyt, Rick and Dick, 114–15
Humana, 1
ideal standards, 27
implicit assumptions, 20–21
improvement standards, 27
inefficiencies, eliminating, 144–46
inquiry in communication, 92
interesting information, defined, 37–38
internal focus, 129–31
irreversible momentum, 43
Kohlberg, Lawrence, 34
language, alternative, 28–30
leadership, positive, 1–17, 149
cultural change and, 45–46
domination of negativity and, 7–9
four strategies for, 3
heliotropic nature of, 4–7
organizational performance and, 9–14, 11f, 14f
leadership, positive, application of, 125–47
in Adhocracy Quadrant, 140–44
in Clan Quadrant, 136–40
in Hierarchy Quadrant, 144–46
Jim Mallozzi and, 126–28, 131, 140
in Market Quadrant, 132–36
practices, tools and techniques of, 14–17
self-assessment and, 171
strategies linked to practices and, 4f, 151f
summary of practices of, 149–57
left hemisphere (brain), 35–36
life expectancy, 6–7
loving-kindness meditation, 61–63
Mallozzi, Jim, 2, 126–28, 131, 140
maps, networking, 67–76, 69f, 73f, 75f
Market Quadrant, 130f, 131, 132–36
meaning
Everest goals and, 107, 109, 119, 121–22
measures
culture of abundance and, 43–44
meditation, loving-kindness, 61–63
metrics, 43–44
Michigan, University of, 1, 126
milestones, 43–44
Mishra, Aneil, 137
momentum, irreversible, 43
motivation and energy, 51–54
Nanus, Burt, 28
negative feedback, 15–16, 79–98
congruency and, 83–84
descriptive vs. evaluative communication and, 84–88
exercises on, 92–97
flourishing relationships and, 79–80
problem of, 80–82
problem-vs. people-orientation in, 88–89
summary of, 153–54
supportive communication and, 82–83
validation in, 89–92
negativity, domination of, 7–9
negotiation techniques, 32–33, 91
networking maps, 67–76, 69f, 73f, 75f
neuroplasticity, 61
Nike, 114
norms, 21
organizational culture, 20–22, 21f. See also culture of abundance
“organizational fat,” 145–46
organizational performance empowerment and, 137
positive leadership and, 9–14, 11f, 14f (see also leadership, positive, application of)
positive relationships and, 79–80
people-vs. problem-oriented communication, 88–89
performance. See organizational performance
personal consequence, 138, 139
Philip Morris, 114
physical energy, 50
positive deviance. See deviance, positive and negative
positive leadership. See leadership, positive
positive ratios in communication, 82, 92
positivity, heliotropic effect and, 4–7
power needs, 52
power vs. empowerment, 136
Pressman, S. D., 6
problem-vs. people-oriented communication, 88–89, 92
Prudential Financial Corporation, 70, 112–13
psychological energy, 50
public declarations, making, 41–42
readiness, creating, 26–30
reciprocity
generalized, 141
networks, 141–44
recreation and energy, 63–67
relatedness needs, 52
value-added contributions and, 58–60
relationships
amplifying nature of, 109
importance of, 79–80
resistance, overcoming, 30–34
respectful communication, 90–92
restraining forces, reducing, 31–33
right hemisphere (brain), 35–37
Ross School of Business, 1
rules, recreation and, 66
sacrifice, visible personal, 45–46
scorekeeping, 65
Scully, John, 39
self-assessment, 171
SMART requests, 142–43
SMART stretch goals, 102–4, 113–14
Snowden, D. A., 6
social comparison theory, 53
social interaction
impact of, 8
recreation and, 66
social support, cultural change and, 44–45
Sony, 113
Southwest Airlines, 11–13
Spiegelman, Paul, 54
Spreitzer, Gretchen, 137
stability
in Competing Values Framework, 129–30
and standards, 66
stakeholder expectations, 27
standards
stability and, 66
for use in comparison, 26–27
statistical mapping, 68–72
stories, cultural change and, 44
supportive communication, 79, 81–97
attributes of, 82–83
congruency of, 83–84
descriptive vs. evaluative nature of, 84–88
exercises, 92–97
problem-vs. people-orientation of, 88–89
summary of, 153–54
validation in, 89–92
sustainability
fostering, 42–47
of positive energy, 109–10, 112, 113, 119
Toyota, 23–24
transportation industry, 10
two-way communication, 91–92
UCINET, 68–72
U.S. Army, 43
validating communication, 89–92
value-added contributions, 58–60
virtuousness as positive deviance, 105–8
visible personal sacrifice, 45–46
vision, articulating, 35–39, 43
Vogel, B., 56
Walmart, 114
wins, identifying small, 40–41