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Symbols “All Roads Lead to Rome” analogy, Know What We Need to Ask and Answer “Don’t Stick to Your Knitting” pattern, The Three Systemic Patterns “Hey, Wait...Do We Do That?” case study, Distribute decision making “how we compete” strategy, Different Types of Strategy Require Different Approaches , Different Types of Strategy Require Different Approaches “how we work” perspective, Perspective Change “I Want Something” case study, The Payoff “It’s Too Hard” pattern, “It’s Not My Job” “Let’s Get Going” pattern, “Ahead of Yourself” “Profile of a Collaborative Leader” case
study, 3. Nurture Safe Culture “What They Mean to Say” case study, Be Fully Present “what we do” perspective, Perspective Change , Perspective Change “where we compete” strategy, Different Types of Strategy Require Different Approaches , The “How” Matters B behaviors conducive to collaboration, Individual Behaviors and Attitudes in Collaborative
Strategy calling out practice, Call Out , VALUE QUESTIONS contradiction, embracing, Embrace Contradiction learning and discovery, constant, Naming the Systemic Issues Lets Us Fix Them , Live in a State of Discovery , First Principles of the New How , DON’T DWELL ON THE PAST listening well, Live in a State of Discovery perspective change required for, Perspective Change presence, being fully present, Be Fully Present sitting forward, Sitting Forward, Going Forward understanding the why in decision making, Understand the Why belief systems in organizations, Step 1: Decide What Matters , First Principles of the New How bird singing, quote by Wendell Berry regarding, When Individuals Step Up Their Game, the Overall Game Gets
Better blaming others, Before We Fix It, Let’s Understand Why It Fails , Blaming People Only Works for So Long anonymous quote regarding, Blaming People Only Works for So Long anxiety about, defusing, 6. Engage Issues avoiding, 6. Engage Issues calling out practice without, Call Out Bono (quote regarding raging against the lie), Blaming People Only Works for So Long books about Abraham Lincoln’s Cabinet, Embrace Contradiction about change management, Change Management about collaboration, Collaboration Trends and Tools about communication in difficult
situations, Embrace Contradiction , Tough Conversations about creativity, Creativity about decision making, Change Management about facilitation, Creativity about leadership, Tough Conversations about strategy, Strategy brainstorming, 2. Generate Ideas , Generating Options burning the boat, Intention C cadence, managing, 1. Manage Cadence calling out practice, Call Out , VALUE QUESTIONS case studies “Hey, Wait...Do we Do That?”, Distribute decision making “I Want Something”, The Payoff “Profile of a Collaborative Leader”, 3. Nurture Safe Culture “What They Mean to Say”, Be Fully Present cathedral metaphor, for process creation system, Wrapping Up Chambers, John (CEO of Cisco Systems), regarding business
climate changes, The New How: Let ‘Em Think change in business climate, examples of, The New How: Let ‘Em Think , Step 1: Decide What Matters in strategy creation, reasons for, “Ahead of Yourself” incentives for, Burning the Boat managing, books about, Change Management resistance to, MurderBoarding helping with, MurderBoarding: What Is It? Chief of Answers role, Enabling Organizational Velocity choices of individual impact of, Five Practices for Busting Out practices for, Call Out quote by C. Wright Mills regarding, Killing Off Bad Ideas So Good Ideas Can Thrive Cisco Systems CEO, regarding business climate
changes, The New How: Let ‘Em Think co-creator role, Each of Us: Co-Creator , VALUE QUESTIONS co-ownership, rewarding, First Principles of the New How , ABIDE BY THE RESULT collaboration books about, Collaboration Trends and Tools for assigning responsibilities, Take roles and responsibilities for fact gathering, Step 3: Sharing the Findings for option development, Step 2: Criteria Tracking for problem scope identification, Problem scope: Roles and responsibilities for selecting options, Select Roles and Responsibilities in QuEST framework, Be a Collaborative Leader leaders’ difficulty with, Enabling Organizational Velocity communication decoding, Step 3a: Reshape ideas frequency and duration of, 1. Manage Cadence in difficult situations, books about, Embrace Contradiction , Tough Conversations truth of situation, informing people of, Speaking Truth with Clarity and Power completion, determining, 5. Satisfice conflicts communication in difficult situations, books
about, Embrace Contradiction , Tough Conversations contradiction, embracing, Embrace Contradiction engaging, 6. Engage Issues identifying and resolving, Organizational Principles for Collaborative Strategy tension, handling, EMBRACE TENSION connections, developing, 4. Develop Connections creativity and improvisation books about, Creativity freedom to use, First Principles of the New How , Set clear goals and then improvise leaders creating environment for, Transitioning to the Un-Hero , 3. Nurture Safe Culture results driven by, Each of Us: Co-Creator strategy creation using, How It All Works , EMBRACE TENSION , INVOLVE OTHERS translating problems into opportunity for, Process for Collaborative Strategy , Embrace Contradiction , EMBRACE TENSION criteria for success of potential options, Step 2: Criteria Tracking , Tips for Criteria Development culture of organization belief systems, Step 1: Decide What Matters , First Principles of the New How knowing valued by, compared to learning, The Telltale Signs risk avoidance valued by, Before We Fix It, Let’s Understand Why It Fails , The Telltale Signs safe culture, nurturing, 3. Nurture Safe Culture successful, requirements for, Organizations That Win Form Winning Cultures tactical decisions ignored by, Different Types of Strategy Require Different Approaches D data analysis, RESEARCHING: GATHERING DATA YOU CAN REFERENCE. decision making books about, Change Management distributed, First Principles of the New How , Distribute decision making importance of, “It’s Not My Job” , Naming the Systemic Issues Lets Us Fix Them warning signs regarding, The Telltale Signs satisficing strategy for, 5. Satisfice decoding, Step 3a: Reshape ideas deconstructing problems, Process for Collaborative Strategy disambiguation, Step 3a: Reshape ideas disconnects in traditional approach to strategy, The Air Sandwich distinctiveness, Step 3a: Reshape ideas doomsaying, Call Out E Edison, Thomas (quote regarding rules and accomplishment
by), What Makes It Work Inside the Corporation Context elephant hunting, in fact gathering, Fact gathering activities Envision phase, QuEST framework, Be a Collaborative Leader , Be a Collaborative Leader , Create Options That Matter and Know Why They Matter co-creator’s role in, Step 2: Criteria Tracking criteria tracking, Step 2: Criteria Tracking duration of, Be a Collaborative Leader goal of, The Goal: Achieving Viable Options That People Believe
In leader’s role in, Leading the option development step options, developing, Step 1: Option Development executives making strategy, The Air Sandwich experimentation, DON’T DWELL ON THE PAST F facilitation, books about, Creativity fact gathering, Step 2: Fact Gathering failure, quote by Henry Ford regarding, Before We Fix It, Let’s Understand Why It Fails fears about being fully present, Be Fully Present , Be Fully Present about blame, 6. Engage Issues findings framework, Building a Findings Framework followership, First Principles of the New How , Demand good followership Ford, Henry (quote regarding failure), Before We Fix It, Let’s Understand Why It Fails freedom and choices, quote by C. Wright Mills
regarding, Killing Off Bad Ideas So Good Ideas Can Thrive future, quote by Gandhi regarding, Organizations That Win Form Winning Cultures G Gandhi, quote regarding the future by, Organizations That Win Form Winning Cultures goals clarity of, First Principles of the New How , Set clear goals and then improvise common, Organizational Principles for Collaborative Strategy freedom to improvise toward, First Principles of the New How , Set clear goals and then improvise of Envision phase, QuEST framework, The Goal: Achieving Viable Options That People Believe
In of MurderBoarding, Sequences of Select of Question phase, QuEST framework, Working Parts of the Question Phase , The Goal: Getting Shared Understanding of Select phase, QuEST framework, The Goal: Selecting a Winning Strategy of Take phase, QuEST framework, Why Take Is Important , The Artifacts of the Take Phase Grande, Hans (profile of), 3. Nurture Safe Culture , 3. Nurture Safe Culture L leaders as Chief of Answers, Enabling Organizational Velocity as key strategists, The Goal Is Repeated Wins as Official Process Guide, 1. Manage Cadence as un-heroes, transitioning to, Transitioning to the Un-Hero cadence, managing, 1. Manage Cadence connections, developing, 4. Develop Connections difficulty of collaboration by, Enabling Organizational Velocity engaging the issues, 6. Engage Issues facilitation techniques for, books about, Creativity ideas, generating, 2. Generate Ideas milestones, celebrating, 1. Manage Cadence participation of team, encouraging, Transitioning to the Un-Hero process framework, sequencing and
navigating, 7. Trace Topography profile of Hans Grande, 3. Nurture Safe Culture , 3. Nurture Safe Culture responsibilities of, The Seven Responsibilities role in assigning responsibilities, Take roles and responsibilities role in fact gathering, Step 3: Sharing the Findings role in identifying scope of problem, Problem scope: Roles and responsibilities role in option development, Leading the option development step role in selecting options, Select Roles and Responsibilities role in sharing the findings, Sharing the findings: Roles and responsibilities safe culture, nurturing, 3. Nurture Safe Culture satisficing decision making strategy, 5. Satisfice smartest-guy-in-the-room approach by, Enabling Organizational Velocity trust of, building, Transitioning to the Un-Hero leadership, books about, Tough Conversations learning and discovery constant, Naming the Systemic Issues Lets Us Fix Them , Live in a State of Discovery , First Principles of the New How , DON’T DWELL ON THE PAST openness to, 6. Engage Issues lie, raging against, quote by Bono regarding, Blaming People Only Works for So Long limits, quote by Arthur Schopenhauer regarding, Create Options That Matter and Know Why They Matter listening behaviors conducive to, Live in a State of Discovery M Maslow, Abraham (quote regarding hammer and
nail), Know What We Need to Ask and Answer McKinsey, study regarding strategic decisions, Killing Off Bad Ideas So Good Ideas Can Thrive meritocracy of ideas, Individual Behaviors and Attitudes in Collaborative
Strategy milestones, celebrating, 1. Manage Cadence Mills, C. Write (quote regarding freedom and
choices), Killing Off Bad Ideas So Good Ideas Can Thrive MurderBoarding, Selecting “The One” choosing among ideas, Step 1: Decide What Matters , Step 4: Choose deciding what matters, Steps to MurderBoarding , Step 1: Decide What Matters duration of, The Goal: Selecting a Winning Strategy goal of, The Goal: Selecting a Winning Strategy reshaping ideas, Step 3a: Reshape ideas sorting ideas, Steps to MurderBoarding , Step 2: Sort testing ideas, Step 1: Decide What Matters , Step 3: Test when to use, MurderBoarding: What Is It? O Official Process Guide role, 1. Manage Cadence organizational system elements of, allowing collaborative strategy, Strategy in the Organizational System , Naming the Systemic Issues Lets Us Fix Them rules of, as obstacles to collaboration, Organizational Principles for Collaborative Strategy organizational testing, Step 3: Test organizations making strategy, Surely, We Can Do This Important Thing Better , Surely, We Can Do This Important Thing Better P pace, setting, 1. Manage Cadence participation and ownership enabling in individuals, Individual Behaviors and Attitudes in Collaborative
Strategy encouragement of, by leaders, Transitioning to the Un-Hero importance of, The Three Systemic Patterns , What Makes It Work Inside the Corporation Context rewarding, First Principles of the New How , Reward co-ownership warning signs regarding, The Telltale Signs passion, regarding your work, Be Fully Present passive-aggressive behavior, not allowing, 6. Engage Issues personal accountability, quote by Dan Zadra
regarding, Eliminate Gaps by Owning Outcome personal aspect of business, Naming the Systemic Issues Lets Us Fix Them power plays, not allowing, 6. Engage Issues presence, being fully present, Be Fully Present principles of New How, First Principles of the New How priorities, deciding on, Steps to MurderBoarding , Step 1: Decide What Matters problems deconstructing to enable distributed
decision-making, Process for Collaborative Strategy difficult, contradiction involved in, Embrace Contradiction disconnects in traditional approach to
strategy, The Air Sandwich failed strategies, blaming others for, Before We Fix It, Let’s Understand Why It Fails , Blaming People Only Works for So Long failed strategies, causes of, Before We Fix It, Let’s Understand Why It Fails , The Air Sandwich , Surely, We Can Do This Important Thing Better , The Three Systemic Patterns failed strategies, effects of, Before We Fix It, Let’s Understand Why It Fails , The Air Sandwich failed strategies, warning signs leading to, The Telltale Signs organizational rules as obstacles to
collaboration, Organizational Principles for Collaborative Strategy scope of, identifying, Working Parts of the Question Phase process for collaborative strategy, The “How” Matters , Surely, We Can Do This Important Thing Better , Process for Collaborative Strategy , Naming the Systemic Issues Lets Us Fix Them , How It All Works sequencing and navigating, 7. Trace Topography Q QuEST (Question, Envision, Select, Take)
framework, Be a Collaborative Leader , How It All Works benefits of, Be a Collaborative Leader , The Question Phase: How It Fits , Wrapping Up collaboration in, Be a Collaborative Leader Envision phase, Be a Collaborative Leader , Be a Collaborative Leader , Create Options That Matter and Know Why They Matter co-creator’s role in, Step 2: Criteria Tracking criteria tracking, Step 2: Criteria Tracking duration of, Be a Collaborative Leader goal of, The Goal: Achieving Viable Options That People Believe
In leader’s role in, Leading the option development step options, developing, Step 1: Option Development flexibility in, How It All Works Question phase, Be a Collaborative Leader , Be a Collaborative Leader , The Question Phase: How It Fits collaborator’s role in, Problem scope: Roles and responsibilities , Step 3: Sharing the Findings duration of, Be a Collaborative Leader fact gathering, Step 2: Fact Gathering goal of, Working Parts of the Question Phase , The Goal: Getting Shared Understanding leader’s role in, Problem scope: Roles and responsibilities , Step 3: Sharing the Findings , Sharing the findings: Roles and responsibilities scope of problem, identifying, Working Parts of the Question Phase sequence of steps in, Sequences of the Question Phase sharing the findings of, Step 3: Sharing the Findings Select phase, Be a Collaborative Leader , Be a Collaborative Leader , Killing Off Bad Ideas So Good Ideas Can Thrive collaborator’s role in, Select Roles and Responsibilities duration of, Be a Collaborative Leader , The Goal: Selecting a Winning Strategy goal of, The Goal: Selecting a Winning Strategy leader’s role in, Select Roles and Responsibilities MurderBoarding process in, MurderBoarding: What Is It? sequence of steps in, Sequences of Select Take phase, Be a Collaborative Leader , Be a Collaborative Leader , Eliminate Gaps by Owning Outcome collaborator’s role in, Take roles and responsibilities duration of, Be a Collaborative Leader goal of, Why Take Is Important , The Artifacts of the Take Phase leader’s role in, Take roles and responsibilities “All Roads Lead to Rome” analogy, Know What We Need to Ask and Answer Question phase, QuEST framework, Be a Collaborative Leader , Be a Collaborative Leader , The Question Phase: How It Fits collaborator’s role in, Problem scope: Roles and responsibilities , Step 3: Sharing the Findings duration of, Be a Collaborative Leader fact gathering, Step 2: Fact Gathering goal of, Working Parts of the Question Phase , The Goal: Getting Shared Understanding leader’s role in, Problem scope: Roles and responsibilities , Step 3: Sharing the Findings , Sharing the findings: Roles and responsibilities scope of problem, identifying, Working Parts of the Question Phase sequence of steps in, Sequences of the Question Phase sharing the findings of, Step 3: Sharing the Findings questions, asking, Be Fully Present , Live in a State of Discovery R raging against the lie, quote by Bono regarding, Blaming People Only Works for So Long researching, in fact gathering, INTERVIEWING: MINING WISDOM. responsibilities assigning, Take roles and responsibilities identifying, Eliminate Gaps by Owning Outcome of leaders, The Seven Responsibilities seven responsibilites for establishing new
mindset, The Seven Responsibilities restatement, Step 3a: Reshape ideas results, tracking and measuring, Naming the Systemic Issues Lets Us Fix Them rewarding co-ownership, First Principles of the New How , Reward co-ownership common success, Naming the Systemic Issues Lets Us Fix Them risk avoiding, Before We Fix It, Let’s Understand Why It Fails , The Telltale Signs in calling out, Call Out undermining ability to, Perspective Change road to success, quote by Will Rogers regarding, Enabling Organizational Velocity roles Chief of Answers, Enabling Organizational Velocity co-creator, Beyond the Title , Step 2: Criteria Tracking , VALUE QUESTIONS collaborator, Problem scope: Roles and responsibilities , Step 3: Sharing the Findings , Select Roles and Responsibilities , Take roles and responsibilities Official Process Guide, 1. Manage Cadence traditional compared to collaborative, Beyond the Title , Each of Us: Co-Creator Rome, all roads leading to, analogy, Know What We Need to Ask and Answer Rosenberg, Jonathan (speech regarding reshaping of
ideas), Step 3a: Reshape ideas rules and accomplishment, quote by Thomas Edison
regarding, What Makes It Work Inside the Corporation Context S safe culture, nurturing, 3. Nurture Safe Culture satisficing decision making strategy, 5. Satisfice satisficing decision-making strategy, The Question Phase: How It Fits Schopenhauer, Arthur (quote regarding limits), Create Options That Matter and Know Why They Matter scope of problem, identifying, Working Parts of the Question Phase scope of strategy, Different Types of Strategy Require Different Approaches segmentation, Step 3a: Reshape ideas Select phase, QuEST framework, Be a Collaborative Leader , Be a Collaborative Leader , Killing Off Bad Ideas So Good Ideas Can Thrive collaborator’s role in, Select Roles and Responsibilities duration of, Be a Collaborative Leader , The Goal: Selecting a Winning Strategy goal of, The Goal: Selecting a Winning Strategy leader’s role in, Select Roles and Responsibilities MurderBoarding process in, MurderBoarding: What Is It? sequence of steps in, Sequences of Select sensitive information, handling, INTERVIEWING: MINING WISDOM. sequencing, 7. Trace Topography shared beliefs in organizations, Step 1: Decide What Matters , First Principles of the New How sharing the findings of Question phase, Step 3: Sharing the Findings sitting forward, Sitting Forward, Going Forward smartest-guy-in-the-room approach, Enabling Organizational Velocity solutions brainstorming for, 2. Generate Ideas , Exercise #3: Exploring new models criteria for success of, tracking, Step 2: Criteria Tracking options for, developing, Step 1: Option Development options for, eliminating, MurderBoarding: What Is It? options for, selecting among, Killing Off Bad Ideas So Good Ideas Can Thrive taking ownership of, Eliminate Gaps by Owning Outcome strategies, Different Types of Strategy Require Different Approaches books about, Strategy executives making alone, The Air Sandwich failed, blaming others for, Before We Fix It, Let’s Understand Why It Fails , Blaming People Only Works for So Long failed, causes of, Before We Fix It, Let’s Understand Why It Fails , The Air Sandwich , Surely, We Can Do This Important Thing Better , The Three Systemic Patterns failed, effects of, Before We Fix It, Let’s Understand Why It Fails , The Air Sandwich failed, warning signs of, The Telltale Signs how formed, importance of, Before We Fix It, Let’s Understand Why It Fails , The “How” Matters , The New How: Let ‘Em Think organizations making as a whole, Surely, We Can Do This Important Thing Better , Surely, We Can Do This Important Thing Better scope of, Different Types of Strategy Require Different Approaches “how we compete”, Different Types of Strategy Require Different Approaches , Different Types of Strategy Require Different Approaches “where we compete”, Different Types of Strategy Require Different Approaches , The “How” Matters success criteria for, Step 2: Criteria Tracking organizational culture, requirements for, Organizations That Win Form Winning Cultures principles of, First Principles of the New How quote by Virender Kapoor regarding, Be Fully Present quote by Will Rogers regarding, Enabling Organizational Velocity quote by Woody Allen regarding, Be Fully Present repeated success as goal, The Goal Is Repeated Wins , Moving On rewarding, Naming the Systemic Issues Lets Us Fix Them tree metaphor for, Organizations That Win Form Winning Cultures summary of key findings document, Step 3: Sharing the Findings T tactical details of strategy, Different Types of Strategy Require Different Approaches Take phase, QuEST framework, Be a Collaborative Leader , Be a Collaborative Leader , Eliminate Gaps by Owning Outcome collaborator’s role in, Take roles and responsibilities duration of, Be a Collaborative Leader goal of, Why Take Is Important , The Artifacts of the Take Phase leader’s role in, Take roles and responsibilities TED Talks, 3. Nurture Safe Culture temptation, managing, Managing Temptations Overall believing you already know what problem needs
solving, RESEARCHING: GATHERING DATA YOU CAN REFERENCE. choosing certainty over clarity, Fact gathering: Roles and responsibilities claiming to know what matters over trusting the group
to complete the decision collectively, The Goal: Achieving Viable Options That People Believe
In saving the ideas you personally like, Leading the option development step sharing sensitive information, INTERVIEWING: MINING WISDOM. wanting harmony instead of productive
conflict, Leading the option development step thinking strategically enabling in individuals, Individual Behaviors and Attitudes in Collaborative
Strategy importance of, “Ahead of Yourself” warning signs regarding, The Telltale Signs tossing variants, Step 3a: Reshape ideas tree metaphor for business success, Organizations That Win Form Winning Cultures trust in leaders, building, Transitioning to the Un-Hero undermining ability to, Perspective Change within the team, building, 3. Nurture Safe Culture Turning Around a Big Ship case study, Step 1: Decide What Matters V value, adding as individuals, When Individuals Step Up Their Game, the Overall Game Gets
Better by co-creating strategy, Each of Us: Co-Creator perspective change required for, Perspective Change practices for, Call Out winning without, When Individuals Step Up Their Game, the Overall Game Gets
Better variants, tossing, Step 3a: Reshape ideas
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