Why Great Leaders Don't Take Yes for an Answer Managing for ( PDFDrive )

INDEX 275

Foster, Richard, 74 I
4 C’s, 229
free exchange approach to Iacocca, Lee, 13
IBM
communication, 44
culture of no, 144-145
G decision-making bodies, 74
IMAX film expedition, 231
Gang of Nine, 204-209 imitation of best practices, 158-160
Gardner, Howard, 128 in-family events, 78
Garvin, David, xviii, 131, 54 indecisiveness, 143-144
Gas Pipeline, 77 accelerating decision making, 155
Gelbart, Larry, 111, 137
General Dynamics, 160 adopting rules of thumb, 157-158
General Electric failure to solve underlying

best practices initiative, 159 problems, 160
debate, 108 imitating best practices, 158-160
Jack Welch as CEO, 14 reasoning by analogy, 155, 157
lack of candor, 59-61 culture of maybe, 151-154
reduction of hierarchy layers at GE, 68 culture of no, 144-147, 154
George, Alexander, 72, 102 versus Devil’s Advocacy, 146
Gersick, Connie, 120 culture of yes, 147-151, 154
Gerstner, Louis, 144-145, 226 Beth Israel Deaconess Medical
Gibbs, Barrie, 182
Gillette, 226 Center, 141-142
Glawson, James, 98 origins of indecisive cultures, 161-163
Goizueta, Roberto, 4, 42 Indianapolis Colts, 95
Grayson. Leslie, 98 Intel, 176
Grove, Andrew, 20, 96, 176 iterative process of divergence and

H convergence, 199-202

Hackman, Richard, 120 J–K
Hagerty, Robert, 101
Halberstam, David, 30 Janis, Irving, 104
Hall, Rob, 3-4, 8, 231-232 Jet Corp, 184
Johnson, Lyndon, 103-105
poor decisions, 16-19
Ham, Linda, 63-65 Kassner, Bruce, 100
Hambrick, Donald, 10 Kennedy, President John F.
hard barriers to candor, 67-75
Hardy, George, 125 Bay of Pigs, 4, 229-230
Harris, Andy, 18 decision-making bodies, 74
Harvard Business School, 233-235 decision-making processes, 29-30,
Heifetz, Ronald, 226-228 35, 55, 187
Hewlett-Packard, 159
Honeywell International, 207 Cuban missile crisis, 229-230
Houghton, Jamie, 214 decision-making bodies, 74
Huard, Damon, 95 decision-making processes,
hub-and-spoke model, 104-105 30-33, 38, 53-54, 188
point-to-point communication, 105

Ex Comm, 30-35
Kennedy, Robert, 31, 38
Keyes, Ralph, 42

276 INDEX

Keystone, 184 Levy, Paul, xviii, 119-120
Kim, W. Chan, 192 Beth Israel Deaconess Medical Center
Kimberly-Clark, 226 culture of yes, 147-148
Klein, Gary, 97-98 lack of action, 142
Knight, Chuck, 108-109 conflict management, 135
decision making
repair of damaged feelings, 133 fair processes, 176-191
Korean conflict, 156 sustaining closure, 215
Korsgaard, Audrey, 172
Kourey, Mike, 107 Liebman, Max, 112
Krakauer, Jon, 8, 18 Light, Paul, 207
Kranz, Gene, 178-179 listening effectively, 174-175
Loeb, Marshall, 224
L Logan Airport, 81
lone warrior myth, 226-228
leaders’ roles Lord, Charles, 113
decision-making processes, xv
forms of taking charge, 228-230 M
lone warrior myth, 226-228
virtues of effective leaders, 225-226 managerial levers
communication, 34, 43-48, 94
leadership composition, 34-40
closure in contentious decisions, context, 34, 40-43
195-198 control, 34, 48-54
building trust and credibility, U.S. Navy vessels, design/construction
216-219 contract competition, 91-93
decision mode, 212-215
divergent and convergent thinking, Mann Gulch, Montana, forest fire,
198-202 217-218
outcome-oriented small wins,
206, 209-212 Manning, Peyton, 95
process-oriented small wins, 206-209 March, James, 181
small wins, 202-205 Marshall Space Center, 125
sustaining closure, 215-216 Martinez, Pedro, xiii-xiv
conflicts in decision making, 192-193 Massport, 80-81
fair decision-making processes, 172-176 Mauborgne, Renee, 192
implementation, 176-179 May, Ernest, 156
teaching processes, 189-191 May, Randy, 69-73, 77
leadership emphasis, 224-225 McArthur, Dean John, 234
leadership style, 23 McDermott International, 80
leadership with restraint, 230-233 McMillan, Bruce, 117
legitimate decision-making processes, McNamara, Robert, 13
179-181 mental simulation, 98-99
destroying legitimacy, 182, 185-186 Mercedes subsidiary, Daimler Benz, 180
misalignment problems, 188-189 Mets, New York, xiii
preserving legitimacy, 186-188 Minaya, Omar, xiii
procedural legitimacy, 181-182 Minnesota Center for Corporate
teaching processes, 189-191
Responsibility, 224
Lee, Paul, 102 misalignment problems in fair and
Lepper, Mark, 113
legitimate decision making,
188-189

INDEX 277

Mission Management Team, Columbia Patriots, New England , 95
space shuttle, 63 Peters, Tom, 225-226
Pfeffer, Jeffrey, 147
efficiency crowding out debate, 106 Pisano, Gary, 75
Mockler, Colman, 226 point-counterpoint communication
Moore, Gordon, 96
Morath, Julie, 42 system, 101-102
point-to-point communication
language systems at Children’s
Hospital, 78 system, 105
Polycom, 101, 107
Mount Everest 1996 tragedy, 3-4, 8, pre-mortems, 98-99
231-232 procedural legitimacy, 181-182
process-centric learning, 55
poor decisions, 16 process-oriented small wins, 206-209
Moyers, Bill, 104
Moynihan, Patrick, 207 Q–R
Mulloy, Larry, 126
Munich analogy, 156 Quick Market Intelligence, 159
Myers-Briggs, 123 Quinn, James Bryan, 10

N Raben, Charles, 136
Rau, John, 156
Nadler, David, 214, 229 Reagan, Ronald, 204
NASA Rechner, Paula, 108
Red Sox, Boston, xiii
Apollo 13 mission, 178-179 redescription, 128-129
Columbia space shuttle accident, xviii, 3 reflection, 131-133
decision-making processes, 36 reframing debates, 124-127
efficiency crowding out debate, 106 Reiner, Carl, 111
lack of candor and dissent, 62-67 repair of damaged feelings, 133
language systems, 78 revisitation, 130-131
structural barriers to candid Ride, Sally, 66
Rocha, Rodney, 63-66
communication, 69 role playing, 95-97
space shuttle program
affective conflict management, 120-122
framed as operational, 79 Roosevelt, Franklin, 102
lack of candid communication, 82 Ross, Lee, 113
Navy (U.S.) vessels, contract competition, Royal/Dutch Shell, 97
rules of thumb, 157-158
87-91 Rumsfeld, Donald, 72
managerial levers use, 91-93 Russo, Edward, 199
Neustadt, Richard, 156, 196
New England Patriots, 95 S
New Leaders for New Schools, 122
New York Mets, xiii Sandberg, William, 108
Sapienza, Harry, 172
O scenario planning, 97
Schein, Edgar, 81, 161
O’Neill, Tip, 205 Schlesinger, Arthur, 30
Olsen, Ken, 161-162
out-of-family events, 78 legitimate decision-making
outcome-oriented small wins, processes, 187

206, 209-212

P

Parcells, Bill, 23
Pareto principle, 128-129

278 INDEX

Schnur, Jon, 124 managerial levers use, 91-93
Schoemaker, Paul, 199 Ulrich, Dave, 5
Schrempp, Jurgen, 179-182 unanimity in decision making
Schweiger, David, 108, 172 conflicts, 192-193
September 11, 2001 terrorist attacks,
fair processes, 168-176
50, 53 implementation, 176-179
Logan Airport, 81
Simon, Neil, 111 lack of, 165-167
Skilling, Jeffrey, 77 legitimate processes, 179-182, 185-188
smart-talk trap, 147 misalignment problems, 188-189
Smith, Darwin, 226 teaching fair and legitimate processes,
Social Security 1983 reform, 204-209
soft barriers to candor, 67, 75-83 189-191
Sorensen, Theodore, 31, 38 Ury, William, 120, 125
Spencer, Janet, 136
Stertz, Bradley, 180 V
Storm King Mountain fire, 78
structural barriers to candid Vaughan, Diane, 66, 79
Venton, Andrew, 200-201
communication, 67-75 Vietnam, 105
Sun Life Financial Vlasic, Bill, 180

Canadian Group Insurance subsidiary, W
99-100
Wal-Mart, 159
role playing, 121 Walker, Laurens, 168
Sutton, Robert, 147 Wang, Jim, 76
Watkins, Michael, 170
T
closure by leaders of decision-making
Tennant, Mark, 123 process, 53
Tetrault, Roger, 80
Thibault, John, 168 patterns of participation and
Thiokol, Morton, 125 involvement, 51
Thomson, James, 103-104
Tichy, Noel, 5 Weick, Karl, 203
Top Gun, 76 Welch, Jack, 14, 226
Truman, Harry, 156, 195
best practices initiative, 159
sign, The Buck Stops Here, 9 debate, 108-109
Tyler, Tom, 169 GE’s lack of candor, 59
GE’s reduction of hierarchy layers, 68
U Wholesale Trading, 77
Wickson, Eric, 69-73, 76
U. S. Forest Service, 217-218 Widnall, Sheila, 69, 78
U.S. Army, 131 Workforce Management magazine, 225
U.S. Black Hawk helicopters shot World Series, 2004, xiii
Worldwide Studios, 102
down, 69-71, 76 Writers’ Room (Your Show of Shows),
U.S. F-15 fighter jet pilots, shooting
conflicts, 112, 137
down of Black Hawk helicopters, Wyatt, Watson, 224
69-71, 76
U.S. Forest Service (USFS), 78 X-Z
Mann Gulch, Montana, forest fire,
217-218 Xerox, decision-making bodies, 74
U.S. Navy vessels, contract competition, Your Show of Shows, 111, 137
87-91 ZTech, 184

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