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The Primes
INTRODUCTION xxvPART 1: UNIVERSAL PATTERNS OF LEADING IN UNCERTAIN TIMES 1How do some people, organizations, and coalitions thrive in uncertain times? What enables them to appear so certain and take decisive action amid ambiguity about the future?CHAPTER 1 - BEING CLEAR ON WHAT'S REALLY IMPORTANT 3How did you decide how you spent your time yesterday? What criteria are you using to all... zur Produkt-Seite
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What criteria are you using to allocate your time tomorrow?LEADING 5Does being called a ''leader'' mean you are ''leading''? What does ''leading'' mean?IN-ON 9Are you seduced by working ''in'' the business at the expense of ''on'' it?CHANGE VERSUS TRANSFORMATION 13Are you fixing or creating?CHAPTER 2 - BEING INTENTIONAL AND GOING FIRST 18What are you committed to making happen and by when? What does ''committed'' mean? What does your commitment mean to others?INTEGRITY 21Does your ''yes'' really mean ''yes''?TRUST THE UNIVERSE 25Is your vision limited to what you've already seen?DECLARATION 29Are you willing to live unreasonably?CHAPTER 3 - ENROLLING OTHERS 32Can you call people, from disenfranchisement and mere compliance, to their highest level of commitment?DYNAMIC INCOMPLETENESS 35Can you create a vision that is compelling because of what it says and at the same time inviting--for what it leaves yet to be said?ENNOBLEMENT 39Does your vision elevate people in degree and excellence and respect and inspire them to act boldly?POWER 45Do you know how to turn strangers, competitors, cautious allies, and suspicious stakeholders into powerful, outcome-driven coalitions?PART 2: UNIVERSAL PATTERNS OF POWERFUL ALLIANCES 47How do you generate unprecedented power within the group? Is this question all that important to you?CHAPTER 4 - GAINING SHARED PERSPECTIVE 49Everyone claims to value diversity. Can maintaining diverse perspectives ever be a bad thing?BLIND MEN AND THE ELEPHANT 51How do you help people to see the ''whole thing''?LEVELS OF PERSPECTIVE 55How do you help people to see the same ''whole thing''?S-CURVES 59How do you lead people to a shared sense of now?CHAPTER 5 - ESTABLISHING SHARED INTENT 62How do you lead the group to be intentional?CORE PRIME 65How do you help the group to focus on the right things and feel urgent about acting?PARITY 73What is the right ratio of analyzing versus imagining?STAKE 77How do you get the group ''all in''?CHAPTER 6 - TAKING COORDINATED ACTION 80How do you get the group to do everything persistently about a few critical things versus doing a few things about everything?COHESION 83Cohesion is an unnatural state for a group. How good are you at establishing and sustaining it?REDPOINT 85A good question to ask is, ''What is important to do?'' A better question is, ''Of all the important things we could do, what are the fewest, most important?''MUDA 93Can you distinguish ''non-value-added activity''? How much of your group's resources is it consuming?PART 3: UNIVERSAL PATTERNS OF OUTSTANDING GROUP PERFORMANCE 96What do high-performance groups know and do that low-performance groups do not?CHAPTER 7 - MAKING DECISIONS 98What does the word ''decision'' actually mean? How are decisions made?LEADERSHIP SPECTRUM 101Are you the kind of leader who likes to facilitate consensus? The right answer is, ''That depends.''CONSENSUS 105Are you still using the traditional definition of consensus? Are you aware of how destructive the traditional definition is?OPEN-CLOSE-DECIDE 109How do groups actually make decisions?CHAPTER 8 - BUILDING AN INTENTIONAL CULTURE 113Quick--what does ''culture'' mean? There are consequences to using more than seven words to define culture.CULTURE 115Culture happens. You shape it or it shapes you. How good are you at shaping a culture?CONGRUENCE 119What is the dark side of a stated culture?FEEDBACK AS CARING 123How good are you at giving it? How good are you at getting it? Why does it matter?CHAPTER 9 - SOCIAL CONTRACTING AND ACCOUNTABILITY WITHIN THE GROUP 126How do peers give each other commands?REQUEST 129Why saying ''no'' protects your saying ''yes.''TRUST 133We all say how important trust is. What is trust? How do you generate it and how do you destroy it?BREACH 137What do you do when your ''yes'' turns out to be a ''no''?CHAPTER 10 - SAYING AND NOT SAYING, LISTENING AND NOT LISTENING 140How do high-performance groups sound?PERIMETER 143How small a fence have you built around what can and cannot be said?FACTS, STORIES, AND BELIEFS 147Can you distinguish facts from stories from beliefs? Do you use facts the way a drunk uses a lamp post--for support versus illumination?GOSSIP 151What is it? What makes it so destructive? How do you stop it?PART 4: UNIVERSAL PATTERNS OF GROUP FAILURE 153How good are you at anticipating, avoiding, and slaying the dragons that inevitably show up and threaten your group and the outcomes your group is standing for?CHAPTER 11 - OVERCOMING RESISTANCE 155Are you okay with favoring some people and ignoring others?LAGGARDS 157Do you know how to starve ''possibility killers''?FRAGMENTATION 161How skilled are you at overcoming resistance from the powerful middle?SAME-DIFFERENT 165Everybody's special. Really?CHAPTER 12 - MANAGING INTRACTABLE DILEMMAS 168How do you end a never-ending argument?BIG HAT-LITTLE HAT 171What do you do when the needs of the many conflict with the needs of the few?RIGHT VERSUS RIGHT 175Resolving conflicts about right and wrong is child's play. How skilled are you at resolving matters of right versus right?RESOLUTION PRINCIPLES 179Right versus right arguments have been going on forever. What can we learn from our ancestors?CHAPTER 13 - AVOIDING TRIPPING HAZARDS 181Tripping hazards are easier to avoid when you know where they are. When it comes to working in groups, can you see them coming?CHASE-LOSE 183Chase teamwork, leadership, morale, and culture and you will surely lose them all.PROCESS-CONTENT 189You can run the process. You can contribute to content. Pick one.SHAPE SHIFTING 191How to destroy your power in groups.CHAPTER 14 - REFUSING TO HIDE OUT 194We all live our lives trying to avoid embarrassment. Can you recognize when you and your group are hiding out and playing safe?VICTIM-LEADER 197What does ''going victim'' sound like?COURT-LOCKER ROOM 199Do you find planning to be a near-death experience?CONFUSION 203Why is confusion such a wonderful way of being?PART 5: UNIVERSAL PATTERNS OF THRIVING IN AMBIGUITY 205How do you stay healthy when the world is sick?CHAPTER 15 - AVOIDING BRIGHT AND SHINY OBJECTS AND SQUIRRELS 206How do you manage distractions?A CLEARING 209How skilled are you at creating nothing?ISSUES FORWARD 213Looking behind and looking ahead are both important. What is the right ratio?CHAPTER 16 - TAKING GREAT CARE OF YOURSELF 216Can you give up coming from ''something is wrong''?COMMITMENT VERSUS ATTACHMENT 219Why saying ''This project makes me so frustrated'' is irrational.BE 223How good are you at cutting grass when you are cutting grass?CONCLUSION: NOWWHAT? 226NOTES 228INDEX OF THE PRIMES 237ABOUT THE AUTHOR 239","merchants_number":1,"ean":9781118173275,"category_id":1,"size":null,"min_price":39.5,"low_price_merchant_id":70255345,"ID":11348585,"merchants":["euniverse"],"brand":"undefined","slug":"the-primes-2","url":"\/produkt\/the-primes-2\/","low_price_merchant_name":"eUniverse"}