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Putting Our Differences to Work

更新時間：2019-01-03 11:42:38

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DebbeKennedyshowshowtoturnallkindsofdifferencesintocompetitiveadvantages,fromdifferencesinrace,gender,age,nationalorigin,andsexualorientationtodifferencesinexperience,position,goals,competencies,workinghabits,andmanagementstyle.

目錄(178章)

倒序

Cover
Copyright
Dedication
Foreword by Joel A. Barker
Preface
Introduction The Fastest Way
Dimensions of Difference
Top 10 CEO Challenges Overall Rankings of Challenges of “Greatest Concern”
HOW THIS BOOK IS ORGANIZED
THE FASTEST WAY TO BEGIN
PART I Taking Your Leadership to a New Level
CHAPTER I The New Business Essentials
SAMENESS OR DIFFERENCE?
Sameness or Difference: What Does Your Organization Value?
THE GOOD NEWS ABOUT THE BREAKTHROUGH IN THINKING
KEY POINTS: PUTTING OUR DIFFERENCES TO WORK
WHO SAYS PUTTING OUR DIFFERENCES TO WORK IS THE FASTEST WAY TO INNOVATION?
THE HABITAT JAM
Habitat JAM Who Showed Up?
The Habitat JAM
Habitat JAM Results Achieved
The Rest of the Habitat JAM Story
Putting Our Differences to Work Insights from the Good Neighbor Group Inspired by the Habitat JAM
GLOBAL INNOVATION OUTLOOK
Global Innovation Outlook—Fall 2005 Who Participated?
WHO SAYS PUTTING OUR DIFFERENCES TO WORK IS THE FASTEST WAY TO INNOVATION?
CHAPTER 2 Five Distinctive Qualities of Leadership
THE CALL
FIVE DISTINCTIVE QUALITIES OF LEADERSHIP NEEDED FOR PUTTING OUR DIFFERENCES TO WORK
KEY BEHAVIORS
KEY BEHAVIORS
KEY BEHAVIORS
KEY BEHAVIORS
KEY BEHAVIORS
A NEW BEGINNING FOR LEADERS
Five Distinctive Qualities of Leadership
HOW TO BEGIN YOUR LEADERSHIP RENEWAL
CHAPTER 3 The Basics for Putting Our Differences to Work
THE PUTTING OUR DIFFERENCES TO WORK MODEL: Six Steps That Make It Happen
CREATING AN ORGANIZATIONAL SNAPSHOT: Establishing a Reference Point for Change
Word of Caution
How to Take a Snapshot
Organizational Snapshot
PRINCIPLES FOR SUCCESS
TALKING WITH PEOPLE: Common Mistakes Leaders Make
MOVING FROM THOUGHTS INTO ACTION
OUR DREAMS IN ACTION
PART 2 Knowledge and Know-how to Guide the Way
CHAPTER 4 Step I—Assessment: Defining Current Realities
KEY POINTS: ASSESSMENT
THE FASTEST WAY IDEAS FOR STEP 1—ASSESSMENT
Best Practice—Education
KEY POINTS: BERT BLEKE’S STORY
Best Practice—Medium-Size Business
KEY POINTS: SUE SWENSON’S STORY
Best Practice—Military
KEY POINTS: JAN SWICORD’S STORY
ASSESSMENT: Strategy And Tactical Ideas
CHAPTER 5 Step 2—Acceptance: Developing Support for Change
KEY POINTS: ACCEPTANCE
THE BASICS OF ACCEPTANCE: Men and Women Working Together
THE FASTEST WAY IDEAS FOR STEP 2—ACCEPTANCE
Best Practice—Small Business
KEY POINTS: NANA LUZ’S STORY
Best Practice—Government and University Partnership
KEY POINTS: DONNA SHIRLEY’S STORY
Best Practice—Community Organization
KEY POINTS: YEHUDA STOLOV’S STORY
Follow This Path
ACCEPTANCE: Strategy and Tactical Ideas
ACCEPTANCE: A Call to Action
CHAPTER 6 Step 3—Action: Moving Forward
RUMOR HAS IT WE’RE READY TO TRUST OURSELVES
Web 2.0— What Is It?
THE GREATER IBM CONNECTION
THE FASTEST WAY IDEAS FOR STEP 3—ACTION
Best Practice—Corporation
KEY POINTS: SIDALIA REEL’S STORY
Best Practice—Corporation
KEY POINTS: JERROLD TUCKER’S STORY
Best Practice—Small Business Entrepreneur
KEY POINTS: CHARLES BLODGETT’S STORY
ACTION: Strategy and Tactical Ideas
ACTION: A Call to Action
CHAPTER 7 Step 4—Accountability: Establishing Shared Ownership
Commitment
THE FASTEST WAY IDEAS FOR STEP 4—ACCOUNTABILITY
Best Practice—Medium-Size Business
KEY POINTS: SUE SWENSON’S STORY
Best Practice—Education
KEY POINTS: BERT BLEKE’S STORY
Best Practice—Corporation
KEY POINTS: CINDY STANPHILL’S STORY
ACCOUNTABILITY: Strategy and Tactical Ideas
ACCOUNTABILITY: A CALL TO ACTION
CHAPTER 8 Step 5—Achievement: Measuring Progress; Celebrating Success
THE FASTEST WAY IDEAS FOR STEP 5—ACHIEVEMENT
Best Practice—Corporation and Nonprofit (Partnership)
KEY POINTS: BOB’S STORY
Best Practice—Global Citizen
KEY POINTS: CATHERINE DEVRYE’S STORY
Best Practice—Corporation
KEY POINTS: J.T. (TED) CHILDS’S STORY
ACHIEVEMENT: Strategy and Tactical Ideas
ACHIEVEMENT: A Call to Action
CHAPTER 9 Step 6—More Action: Keeping Momentum Alive
Five Distinctive Qualities of Leadership
THE FASTEST WAY IDEAS FOR STEP 6—MORE ACTION
Best Practice—Corporation
KEY POINTS: JERROLD TUCKER’S STORY
Best Practice—Local Government
KEY POINTS: SONIA MELARA’S STORY
OGUCHI NKWOCHA M.D.
KEY POINTS: OGUCHI NKWOCHA’S STORY
MORE ACTION: Strategy and Tactical Ideas
MORE ACTION: A Call to Action
PART 3 Ever-Expanding Possibilities
CHAPTER 10 Innovation at the Verge of Differences by Joel A. Barker
Almost always the new rules are written at the edge.
Ink Jet Housing
Gift Wrap and Paper Bags
Debbe and Sally
The Toyota Prius
The Cell Phone
APPROACHING THE VERGE TERRITORIES
WINNERS AND LOSERS
KEY POINTS: INNOVATION AT THE VERGE OF DIFFERENCES FROM JOEL A. BARKER
CHAPTER 11 Collaborating at the Verge of Differences
BARKER-KENNEDY EXPERIMENT
The Five Distinctive Qualities Put to the Test
Mutualism the Fast and Flexible Way
KEY POINTS: COLLABORATING AT THE VERGE OF DIFFERENCES
CHAPTER 12 The Power of the Virtual Gathering Place
PIONEERING THE IDEA OF VIRTUAL GATHERINGS
The WB Café
KEY POINTS: THE WB CAFé STORY
Global Dialogue Center
HP Common Thread 2.0
HP Common Thread 2.0
KEY POINTS: HP COMMON THREAD STORY
THE FUTURE OF VIRTUAL GATHERING
A Send-off: A Final Word
Resources and Studies
Putting Our Differences to Work Resource Center
Putting Our Differences to Work Organizational Snapshot
The Wisdom Collection Directory
Global Dialogue Center
PODCASTS VIDEOS AND EXHIBITS
Related Videos and Tools from Joel Barker
Implications Wheel
Seeds of Innovation Team and Organization Assessment
RELATED STUDIES
Notes and Sources
Introduction
PART 1
Chapter 1
Chapter 2
Chapter 3
PART 2
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
PART 3
Chapters 10-12
A Send-off
Acknowledgments
Index
About the Author
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Putting Our Differences to Work