by Lee G Bolman
The Idea-Driven Organization (Robinson and Schroeder)
Iger, Bob: appointed to replace Michael Eisner; as a peacemaker
Ikea (Brooklyn store)
Il Giornale
Illanes, Juan
Immelt, Jeff
Incognito (Eagleman)
Information technology: as contextual factor or structural contingency; role of in Iraq invasion (2003)
Inquiry. See Advocacy and inquiry skills
Interpersonal blindness: as common problem in business encounters; conflict between virtuous self-image and self-interest resulting in; Ellen and Don’s story of; how increased self-awareness can prevent; Lao-tzu’s words on; Sarah Palin’s interview (2008) as example of
Interpersonal feedback principles: 1: ask and you shall receive; 2: say thank you; 3: ask before giving; 4: when asked, give your best; 5: tell the truth
iPhone
iPod
Iraq invasion (2003)
Israel, and Camp David Accords (1978)
iTunes
Ive, Jony
Izod
J
Jackson, Phil
JCPenney: need for turnaround at; Ron Johnson’s failed vision for transforming; Wal-Mart’s market challenge to
Jobs, Steve: ability to recruit and rally his team; battle between Michael Eisner and; Bob Iger’s peacemaking with; epitomizing the warrior; fired from Apple; his band of “Pirates”; investment in Pixar by; iPhone launch publicity approach by; lack of human resource leadership displayed by; leadership configuration of; as master of the symbolic frame; NeXT failure of; passion and commitment of; showmanship of; warrior artist leadership image of
Joe Fresh
Johnson, Ron: comparison of Lou Gerstner and; failed vision for transforming JCPenney; lack of self-awareness by; poor thinking evidenced by; single-lens view of
Johnson & Johnson (J&J): Burke’s Credo Challenge meetings held at; Burke’s ethical response to the Tylenol crisis (1982); J&J Credo of; recent ethical scandals involving
JoJo’s Ritz-Carlton adventure story
Jungle metaphor (political frame): introduction to the; leader’s power and justice contribution to the; reframing ethical leadership using the
Justice and power (political frame)
K
Kanter, Rosabeth
Keidel, R. W.
Kelleher, Herb
Kennedy, John F.
Kentucky Fried Chicken
Kidder, Tracy
King, Martin Luther, Jr.
Kramer, Michael
Kroc, Ray
Kurosawa, Akira
L
Lao-tzu
Larsen, Ralph
Lateral authority structure
Lead with LUV: A Different Way to Create Real Success (families metaphor)
Leader worldview: four key elements of a; the leader’s story created through their own; as part of the leadership process
Leader worldview elements: beliefs; concepts and categories; self-image; values
Leaders: carriers versus catalysts of change; human resource frame used by; interpersonal blindness by; as Magicians; often portrayed as change agents; as Peacemakers; political frame used by; self-awareness of effective; spiritual; structural frame used by; worldviews and frames for weaving their own stories; as Warriors
Leadership: advocacy and inquiry skills of; aligning team structure and task; challenges related to managing change; comparing Lord of the Flies and Chilean miners; failed model in Lord of the Flies (Golding); interpersonal blindness issue of; and saga of the trapped Chilean miners; worldviews, frames, and stories of. See also Structural leadership
Leadership ethics: four-frame model for reframing; human resource frame, family metaphor, and leader’s love and caring; Johnson & Johnson (J&J) Tylenol crisis response and; as making all the difference to organizations; Medtronic led by Bill George’s; political frame, jungle metaphor, and leader’s power and justice; recent scandals related to; structural frame, factory metaphor, and leader’s authorship of excellence; symbolic frame, temple metaphor, and leader’s faith and significance. See also Decision making
Leadership images: of Amazon’s Jeff Bezos; of Apple’s Steve Jobs; overview of; of Xerox’s Ursula Burns; of Zappos’s Tony Hsieh. See also Four-frame model
Leadership kite configurations: Jeff Bezos’s; Steve Jobs’s; Tony Hsieh’s; Ursula Burns’s
Leadership Orientations Profile
Leadership practices: holistic and multiframe approach to change; knowing their leadership kite and their blind spots; leadership ethics; reframing as; strategies for improving; weaving their own stories
Leadership thinking: the curse of cluelessness and impact on; human resource frame’s expansion of; interpersonal blindness problem of; Lou Gerstner’s successful reframing of IBM through; role of framing in; Ron Johnson’s failure of at JCPenney. See also Four-frame model; Human brain
Leading people. See Employee management
LeBoutillier, John
Lewis, John
Lin, Alfred
Linkexchange.com
Linsky, Martin
Listening
Lockheed’s Skunk Works
Lord of the Flies (Golding): comparing leadership dynamics of the Chilean miner rescue and; failed group dynamics described in; showing difference between “self-managing” and “leaderless”
Los Angeles Times
“Lost in Space” program (Semco)
Love and caring (human resource frame)
Lucasfilm
M
Machiavelli, Niccolò
Macintosh
The Magician: Howard Schultz and his cultural revival of Starbucks; strategies used by symbolic leaders taking the role of; WD-40 as example of cultural symbols
Mapping political terrain
March, J. G.
Martha Stewart brand
Martin, Olivia. See Davis-Martin case study
Mary Kay Cosmetics
McCain, John
McCartney, Paul
McDonald’s: comparing the structure of Harvard University and; core process of; expanded by Ray Kroc; Jim Skinner’s role as CEO of; size and age of; structured around place or geography
McGregor, Douglas
McNerney, W. James, Jr.
Medtronic: core mission to serve patients; “Mission and Medallion Ceremony” of; strong ethical leadership of
Melville, Herman
Men’s Wearhouse: founding of; George Zimmer’s firing from; “Suits University” to train employees of; enlightened approach to people management; wardrobe consultants of; Zimmer’s road map for successful people management at. See also Zimmer, George
Mental maps: description and function of; fluid expertise for creating; framing used to match situations to; reframing when circumstances change
Mercadona (Spain)
Microsoft: self-directed teams of; Lisa Brummel as catalyst of change at; Steve Ballmer’s change management at
The Misanthrope (Molière)
“Mission and Medallion Ceremony” (Medtronic)
MobileMe (Apple)
Moby Dick (Melville)
Model T advertisement (1925)
Molière
“The Moment of Truth” (Jan Carlzon)
Morse, Gene
Motorola
Mulally, Alan: “Alan Legacy” for turning around Ford; brought in to transform Ford Motor; his first impressions of Ford Motor; influenced by stories of Henry Ford; personal story of his turnaround at Ford; securing help from United Automobile Workers (UAW); securing support for change from Ford’s senior executives; self-image of; worldview and personal story of
Mulcahy, Anne: ability to map political terrain at Xerox; effective change management by; leading by example; retirement (2009) from Xerox; setting agenda for developing vision for Xerox; skills for networking and building coalitions; success at turning Xerox around; Ursual Burns’s deputy position to; win-win bargaining strategy used by
Multiframe thinking, four-frame model on
Murdoch, Rupert
N
Nabisco
Nardelli, Bob: failure as CEO of Chrysler; his cluelessness and impact on Home Depot; single-lens view of
Nature of the workforce
Negotiation skills
Nelson, Marilyn Carlson
Networking skills
Neuroscience research: on fluid expertise; on how our brains register reality; on mental models
New Orleans extravaganza (Starbucks)
New York Times
NeXT
9/11
O
Obama, Barack
O’Neill, Thomas P. (“Tip”)
O’Neill Library (Boston College)
Oreos brand
Organizations: factory as metaphor of; family as metaphor of; jungle as metaphor of; political nature of all; reframing ethics of; size and age of; soul and spirit in; temple and carnival as metaphor of
Organizing: groups and teams; social architecture and structural design
Out-thinking opponents
Owen, Robert
P
Palin, Sarah
Payne, Lois
Peace Corps
The Peacemaker: Bob Iger’s role as; conflict guidelines used by; cooling the flame of conflict; Lois Payne case approached as
The Peacemaker guidelines: be patient; defuse emotion and depersonalize criticism; engage the parties by putting people to work; listen and inquire
People management. See Employee management
People-friendly principles
PepsiCo
Philadelphia Eagles
Philosophy and values: Men’s Wearhouse; Semco’s shift from structural to human resource frame
“Pirates” team (Apple)
Pixar
Play and humor
Political dynamics: Cynthia Cooper’s management of WorldCom; destructive versus positive nature of; inevitability of; mapping political terrain to understand; Mulcahy’s leadership in keeping Xerox from bankruptcy; political frame tools for coping with; warrior versus peacemaker approach to conflict and. See also Conflict
Political frame: change management strategy using the; characteristics of the; four necessary skills for the; jungle metaphor, concepts, leadership, and challenge of the; leader as warrior versus peacemaker; Olivia Martin case study using the political scenario; providing tools to cope with political dynamics; reframing ethical leadership using the jungle metaphor of the; troubled auditor case study on the; why every group and organization has a
Political maps: Anne Mulcahy’s ability to read Xerox’s; John LeBoutillier’s failure to read
Political skills: bargaining and negotiation; mapping the political terrain; networking and building coalitions; setting agenda
Positional bargaining
Post-it Notes
Power: Why Some People Have It and Others Don’t (jungle metaphor)
Power and justice (political power): leader contribution to; relationship between authorship and
The Prince (Machiavelli)
Problem solving: of adaptive versus technical problems; creating positive memories of
R
Radisson
“Rapid cognition”
Rashomon (film)
Reagan, Ronald
Reality: definition of; mental maps of; “rapid cognition” process of assessing
Red Squadron of Seal Team Six
Reframing: benefits and risks of; “Cha Cha” Rowan’s ability for; Davis-Martin case study on different approaches to; human resource scenario on; leadership ethics using the four-frame model; for newcomers and outsiders; political scenario on; by shifting frames when circumstances change; structural scenario on; symbolic scenario on. See also Framing
Retention. See Employee retention
Rituals and ceremonies: Eagle Group’s use of; faith and significance reinforced by; Medtronic’s “Mission and Medallion Ceremony”; of Red Squadron of Seal Team Six; Starbucks’s barista reeducation initiative as; used by symbolic leaders
Ritz-Carlton
Robinson, Alan
Romney, Mitt
Roosevelt, Franklin D.
Rose, Pete
Rowan, “Cha Cha”
“Rush Hour MBA” program (Semco)
S
Same-sex marriage
Sandberg, Sheryl
Sarah Palin interview (2008)
SAS
Saturday Evening Post
Schroeder, Dean
Schultz, Howard: Beatles metaphor to generate creativity used by; beliefs influencing worldview of; “The Commoditization of the Starbucks Experience” memo by; concerns about the direction of Starbucks; cultural revival at Starbucks led by; effective change management by; Fortune magazine’s Businessperson of the Year award to; Il Giornale founded by; leadership summit convened by; leading by example; New Orleans extravaganza led by; purchase of chain of Starbucks stores by; showmanship of; on Starbucks as a “living legacy” to his father. See also Starbucks
Schultz, Mark
Scotch Tape
Sculley, John
Seal Team Six’s Red Squadron
Seale, Rosemarie
Sears
Self-awareness: importance to leadership strengths and weaknesses; ongoing learning for development of; principles of interpersonal feedback to increase; 360-degree feedback designed to increase
Self-directed teams: of Chilean miners during rescue; corporations capitalizing on benefits of; difference between “leaderless” and; leadership as critical to; Lord of the Flies dystopian novel on. See also Team structure
Self-image: of Alan Mulally; conflict between self-interest and virtuous; as an element of leader’s worldview; Lao-tzu’s words on
Semco: developing a philosophy and values at; empowering employees of; founding and early development of; hiring and keeping the right people at; ideas on human resource frame gained from story of; investing in people at; principles for leading people implemented at; promoting employee diversity at; Ricardo Semler’s human resource approach to turnaround at; unorthodox philosophy of management at
Semco programs: “Lost in Space”; “name your price” compensation experiment; “open-book management”; “Rush Hour MBA”; “Semco Woman” project
Semler, Curt
Semler, Ricardo: beliefs and values that influence his worldview; turning around Semco by investing in people
Sepúlveda, Mario
Setting agendas
Shanahan, Betty
Significance and faith (symbolic frame)
Sinegal, Jim
“Situational awareness”
Situations: framing to match mental maps to; learning to tell the truth about; “rapid cognition” of; reframing to shift frames when circumstances change
Six Sigma; “Black Belt”
“Skilled incompetence”
Skunk Works (Lockheed Martin)
Social architecture: contextual factors or structural contingencies; elements of; six work group options; two common misconceptions of; as the underpinning of successful leaders. See also Organizations
Solomon, Robert C.
Sony
Soul: dictionary definition of; organization’s spirit and
The Soul of a New Machine (Kidder)
Soulful teams: Eagle Group (Data General); examples of; Red Squadron of Seal Team Six; reviewing the tenets of building great and; Skunk Works (Lockheed Martin)
Southwest Airlines: authorship of excellence at; Herb Kelleher’s use of symbols and culture at; love as part of the culture at; self-directed teams of
Specialized language
Spiritual leaders
Starbucks: barista reeducation initiative at; Beatles metaphor to generate creativity at; “The Commoditization of the Starbucks Experience” memo; Howard Schultz’s purchase of chain of; leadership summit to recommit to the mission by; as a “living legacy” to Schultz’s father; New Orleans extravaganza; Rewards
Card and interactive website of; Schultz leading a cultural revival at; Schultz’s concerns about the direction of; 2008 annual shareholders’ meeting of; working to rebuild New Orleans by employees of. See also Schultz, Howard
Stories/storytelling: of Alan Mulally’s turnaround at Ford; as basic form of communication; Eagle Group’s use of; faith and significance reinforced by; how a leader’s worldviews and frames create his own; of Lou Gerstner’s turnaround of IBM; of Red Squadron of Seal Team Six; of Ron Johnson’s failure at JCPenney; by symbolic leaders
Strategy: as contextual factor or structural contingency; goals that are embedded in; as a major task of leadership
Structural contingencies (contextual factors): core process; information technology; nature of the workforce; size and age; strategy and goals
Structural design: providing coordination of vertical and lateral authority; six types of functional groups
Structural frame: applying the; change management strategy using the; comparison of McDonald’s and Harvard University; factory metaphor, concepts, leadership, and challenge of the; Olivia Martin case study using a structural scenario; organizing groups and teams; reframing ethical leadership using the factory metaphor of the; Semco’s shift to the human resource frame from the; three questions to guide a structural analysis; United Parcel Service (UPS). See also Four-frame model
Structural frame questions: What problem do you need to solve?; What options to consider?; What’s changing?; What’s going on?
Structural leadership: applying the structural frame and; characteristics of; comparing McDonald’s and Harvard University; getting organized; human resource frame used to supplement; social architecture of; strengths and benefits of; two fallacies of; United Parcel Service (UPS) and. See also Leadership
“Suits University” (Men’s Wearhouse)
Sullivan, Scott
Summers, Larry
Sun Microsystems
Swinmurn, Nick
Symbolic frame: building soulful teams using the; change management strategy using the; Olivia Martin case study using symbolic scenario; reframing ethical leadership using the temple/theater metaphor of; scripts and rituals used in the; shared cultural patterns of the; Steve Jobs as a master of the; strategies used by leaders in the; temple/theater frame concepts; WD-40 example of cultural symbols. See also Four-frame model
