{"product_id":"the-primes-9781118173275","title":"The Primes","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eDiscover 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.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eIntroduction xxv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1: Universal Patterns of Leading in Uncertain Times 1\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow 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?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 – Being Clear on What’s Really Important 3\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow did you decide how you spent your time yesterday? What criteria are you using to allocate your time tomorrow?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLeading 5\u003cbr\u003e \u003ci\u003eDoes being called a ‘‘leader’’ mean you are ‘‘leading’’? What does ‘‘leading’’ mean?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIn–on 9\u003cbr\u003e \u003ci\u003eAre you seduced by working ‘‘in’’ the business at the expense of ‘‘on’’ it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChange Versus Transformation 13\u003cbr\u003e \u003ci\u003eAre you fixing or creating?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 – Being Intentional and Going First 18\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWhat are you committed to making happen and by when? What does ‘‘committed’’ mean? What does your commitment mean to others?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntegrity 21\u003cbr\u003e \u003ci\u003eDoes your ‘‘yes’’ really mean ‘‘yes’’? xvii\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTrust the Universe 25\u003cbr\u003e \u003ci\u003eIs your vision limited to what you’ve already seen?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDeclaration 29\u003cbr\u003e \u003ci\u003eAre you willing to live unreasonably?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 – Enrolling Others 32\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eCan you call people, from disenfranchisement and mere compliance, to their highest level of commitment?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDynamic Incompleteness 35\u003cbr\u003e \u003ci\u003eCan 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?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eEnnoblement 39\u003cbr\u003e \u003ci\u003eDoes your vision elevate people in degree and excellence and respect and inspire them to act boldly?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePower 45\u003cbr\u003e \u003ci\u003eDo you know how to turn strangers, competitors, cautious allies, and suspicious stakeholders into powerful, outcome-driven coalitions?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2: Universal Patterns of Powerful Alliances 47\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you generate unprecedented power within the group? Is this question all that important to you?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 – Gaining Shared Perspective 49\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eEveryone claims to value diversity. Can maintaining diverse perspectives ever be a bad thing?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBlind Men and the Elephant 51\u003cbr\u003e \u003ci\u003eHow do you help people to see the ‘‘whole thing’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLevels of Perspective 55\u003cbr\u003e \u003ci\u003eHow do you help people to see the same ‘‘whole thing’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eS-curves 59\u003cbr\u003e \u003ci\u003eHow do you lead people to a shared sense of now?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 – Establishing Shared Intent 62\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you lead the group to be intentional?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCore Prime 65\u003cbr\u003e \u003ci\u003eHow do you help the group to focus on the right things and feel urgent about acting?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eParity 73\u003cbr\u003e \u003ci\u003eWhat is the right ratio of analyzing versus imagining?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eStake 77\u003cbr\u003e \u003ci\u003eHow do you get the group ‘‘all in’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 – Taking Coordinated Action 80\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you get the group to do everything persistently about a few critical things versus doing a few things about everything?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCohesion 83\u003cbr\u003e \u003ci\u003eCohesion is an unnatural state for a group. How good are you at establishing and sustaining it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRedpoint 85\u003cbr\u003e \u003ci\u003eA 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?’’\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eMuda 93\u003cbr\u003e \u003ci\u003eCan you distinguish ‘‘non-value-added activity’’? How much of your group’s resources is it consuming?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3: Universal Patterns of Outstanding Group Performance 96\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWhat do high-performance groups know and do that low-performance groups do not?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 – Making Decisions 98\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWhat does the word ‘‘decision’’ actually mean? How are decisions made?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLeadership Spectrum 101\u003cbr\u003e \u003ci\u003eAre you the kind of leader who likes to facilitate consensus? The right answer is, ‘‘That depends.’’\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConsensus 105\u003cbr\u003e \u003ci\u003eAre you still using the traditional definition of consensus? Are you aware of how destructive the traditional definition is?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eOpen–close–decide 109\u003cbr\u003e \u003ci\u003eHow do groups actually make decisions?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 – Building An Intentional Culture 113\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eQuick—what does ‘‘culture’’ mean? There are consequences to using more than seven words to define culture.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCulture 115\u003cbr\u003e \u003ci\u003eCulture happens. You shape it or it shapes you. How good are you at shaping a culture?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCongruence 119\u003cbr\u003e \u003ci\u003eWhat is the dark side of a stated culture?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFeedback as Caring 123\u003cbr\u003e \u003ci\u003eHow good are you at giving it? How good are you at getting it? Why does it matter?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 – Social Contracting and Accountability Within the Group 126\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do peers give each other commands?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRequest 129\u003cbr\u003e \u003ci\u003eWhy saying ‘‘no’’ protects your saying ‘‘yes.’’\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTrust 133\u003cbr\u003e \u003ci\u003eWe all say how important trust is. What is trust? How do you generate it and how do you destroy it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBreach 137\u003cbr\u003e \u003ci\u003eWhat do you do when your ‘‘yes’’ turns out to be a ‘‘no’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 – Saying and Not Saying; Listening And Not Listening 140\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do high-performance groups sound?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePerimeter 143\u003cbr\u003e \u003ci\u003eHow small a fence have you built around what can and cannot be said?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFacts, Stories, and Beliefs 147\u003cbr\u003e \u003ci\u003eCan you distinguish facts from stories from beliefs? Do you use facts the way a drunk uses a lamp post—for support versus illumination?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eGossip 151\u003cbr\u003e \u003ci\u003eWhat is it? What makes it so destructive? How do you stop it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4: Universal Patterns of Group Failure 153\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow 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?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 – Overcoming Resistance 155\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eAre you okay with favoring some people and ignoring others?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLaggards 157\u003cbr\u003e \u003ci\u003eDo you know how to starve ‘‘possibility killers’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFragmentation 161\u003cbr\u003e \u003ci\u003eHow skilled are you at overcoming resistance from the powerful middle?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSame–different 165\u003cbr\u003e \u003ci\u003eEverybody’s special. Really?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 – Managing Intractable Dilemmas 168\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you end a never-ending argument?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBig Hat–little Hat 171\u003cbr\u003e \u003ci\u003eWhat do you do when the needs of the many conflict with the needs of the few?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRight Versus Right 175\u003cbr\u003e \u003ci\u003eResolving conflicts about right and wrong is child’s play. How skilled are you at resolving matters of right versus right?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eResolution Principles 179\u003cbr\u003e \u003ci\u003eRight versus right arguments have been going on forever. What can we learn from our ancestors?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 – Avoiding Tripping Hazards 181\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTripping hazards are easier to avoid when you know where they are. When it comes to working in groups, can you see them coming?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChase–lose 183\u003cbr\u003e \u003ci\u003eChase teamwork, leadership, morale, and culture and you will surely lose them all.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eProcess–content 189\u003cbr\u003e \u003ci\u003eYou can run the process. You can contribute to content. Pick one.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eShape Shifting 191\u003cbr\u003e \u003ci\u003eHow to destroy your power in groups.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 – Refusing to Hide Out 194\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWe all live our lives trying to avoid embarrassment. Can you recognize when you and your group are hiding out and playing safe?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eVictim–leader 197\u003cbr\u003e \u003ci\u003eWhat does ‘‘going victim’’ sound like?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCourt–locker Room 199\u003cbr\u003e \u003ci\u003eDo you find planning to be a near-death experience?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConfusion 203\u003cbr\u003e \u003ci\u003eWhy is confusion such a wonderful way of being?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5: Universal Patterns of Thriving in Ambiguity 205\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you stay healthy when the world is sick?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 – Avoiding Bright and Shiny Objects and Squirrels 206\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you manage distractions?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eA Clearing 209\u003cbr\u003e \u003ci\u003eHow skilled are you at creating nothing?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIssues Forward 213\u003cbr\u003e \u003ci\u003eLooking behind and looking ahead are both important. What is the right ratio?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 – Taking Great Care of Yourself 216\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eCan you give up coming from ‘‘something is wrong’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCommitment Versus Attachment 219\u003cbr\u003e \u003ci\u003eWhy saying ‘‘This project makes me so frustrated’’ is irrational.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBe 223\u003cbr\u003e \u003ci\u003eHow good are you at cutting grass when you are cutting grass?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConclusion: Now What? 226\u003c\/p\u003e \u003cp\u003eNotes 228\u003c\/p\u003e \u003cp\u003eIndex of the Primes 237\u003c\/p\u003e \u003cp\u003eAbout the Author 239\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49406839062871,"sku":"9781118173275","price":21.21,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781118173275.jpg?v=1730497295","url":"https:\/\/bookcurl.com\/products\/the-primes-9781118173275","provider":"Book Curl","version":"1.0","type":"link"}