Chris Mcgoff

The Primes

How Any Group Can Solve Any Problem
Sprecher: Hart, Jd

• MP3-CD

Produktbeschreibung

Discover fundamental principles of high-stakes change and organizational transformation. The "primes" are universal and unavoidable patterns of group behavior that emerge whenever people attempt to transform systems or collaborate to solve complex problems. Every change agent has felt their effect, but few can recognize, anticipate, and manage them. Unacknowledged, the primes can put any leadership agenda at risk. Once mastered, the primes become a force that drives intended outcomes. The Primes is a field manual for anyone ready to step up to serious challenges, predict and manage inevitable problems, create a brighter future, and produce extraordinary results. An essential guide for 21st century problem solvers and change agents, The Primes unveils 46 universal secrets of how to: * Tackle complex problems successfully and deliver extraordinary results on time * Forge lasting consensus among competing interests and keep teams focused and productive * Recognize and eliminate the most destructive forces in an organization * Establish cultures of integrity The Primes gives leaders the edge they need to succeed. Once the primes are revealed, you'll see them everywhere!

Produktdetails

• Verlag: Brilliance Audio
• Gesamtlaufzeit: 300 Min.
• Erscheinungstermin: 24. Januar 2017
• Sprache: Englisch
• ISBN-13: 9781536631883
• Artikelnr.: 47001370

Autorenporträt

CHRIS J. McGOFF is the founder of The Clearing, Inc., a Washington, DC-based management consulting firm dedicated to supporting change agents as they tackle the most daunting and complex problems facing organizations. For 30 years, Chris McGoff has been helping leaders in the private and public sector reach difficult consensus and solve problems of consequence--those involving the highest levels of stakeholder and technological complexity. Mr. McGoff's client list includes most of the agencies of the US federal government as well as a wide range of organizations such as IBM, AARP, Consol Energy, DuPont, the United Nations, and Boeing. He is also a sought-after public speaker, senior advisor, and professor at the University of Maryland School of Public Policy. For information on training and public speaking related to the PRIMES, visit theprimes.com. To learn more about how the PRIMES can solve problems and bring transformation to your organization, visit theclearing.com.

Inhaltsangabe

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