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A
abilities, as fixed attributes, 83
Ability, in Fogg Behavior Model, 73–74
action:
leadership bias for, 119
in unlearning process, 161, 204
Amazon, 12, 96, 118, 133, 137, 165, 197, 206
Amazon Web Services (AWS), 116, 118–119, 184, 186
Argyris, Chris, 152–153
B
Bain & Company, 128–129
Behavior Design, 64, 66, 68, 69, 71, 93
behaviors:
creating new, 65, 71–75, 162, 181, 204
incentive-driven, 169–171
matching to desired outcomes, 68–69, 75, 80
normalization of deviant, 145–146, 154–158
stopping, 77–80
variability in, 80
(See also Fogg Behavior Model)
beliefs:
letting go of, 31
biases:
attribution, 35
as unlearning obstacle, 32
Blank, Steve, 139
Boeing Commercial Airplanes, 114
Braham, Sabrina, 207
breakthrough:
in customer relationships, 137–138
feedback to achieve, 82
growth mindset and, 83
impact of, 81
for managers, 103
necessary conditions for, 84–96
obstacles to, 97–98
scalability of, 90–94
as step three in Cycle of Unlearning, 21–22
British Airways, 133–134
British Telecom (BT), 189
Burch, Noel, 99
busy-ness, as counterproductive, 84–89, 93
C
Capital One, 178–186, 199, 205
catastrophic failure:
defined, 152
ignoring possibility of, 155
as organizational wake-up call, 146, 159
CEOs:
changing nature of, 94, 138–139
customer feedback directly to, 135, 140
median pay for, 170
micromanaging by, 97
as role models, 88
Challenger space shuttle, 143–144, 147, 148, 156–157, 159
challenges:
confronting with courage, 57–59
constraints to measure against, 55, 187, 200
identifying, 52
increasing difficulty of, 63, 71, 76, 82
Clarity vs. Competence, 105, 106, 113
Cockcroft, Adrian, 116
Columbia space shuttle, 145–148, 155–157, 159, 162
command-and-control management, 97–99, 102, 104–111, 113, 114
compensation, 170, 175–176, 179
(See also bonuses)
competency:
of managers, 98
reinforcing in employees, 107, 116, 182
courage:
personal transformation and, 207
Crofton, Meg, 41
Csikszentmihalyi, Mihaly, 111, 112
curiosity:
as leadership principle, 119
as motivation, 33
customers:
feedback from, 123–140
as innovation testing ground, 27, 86
leaders sharing experiences of, 48, 139
wants vs. needs of, 195–196
Cycle of Unlearning:
customer feedback as key input for, 125, 133
desired outcomes and, 69
feedback loops in, 82, 89–90, 95
function of, 3, 48, 92, 159, 203
personal application of, 207–208
scalability of, 59
wider applications for, 22, 85, 201–202
(See also breakthrough; relearning; unlearning)
D
Dalio, Ray, 120–121
Davis, Ray, 139–140
decision making:
challenging, 119
delegating, 98, 105–111, 113–118, 121–122
by isolated executives, 128
by knowledge workers, 103
transparency in, 121
dependability, as key to success, 91
Dimensions of Learning Organizations Questionnaire (DLOQ), 163, 165
Discovery space shuttle, 155–157
Disney, 41–46, 52, 54, 60, 67, 201–202, 205
Drucker, Peter, 103
dynamic difficulty adjustment, 111, 113
E
education system, conformity in, 36
ego, as obstacle, 32
Einstein, Albert, 19
Eliot, T. S., 35
employees:
collaboration among, 160, 162, 164
incentivizing, 172–186
learned helplessness in, 83, 97–98
in learning organizations, 11, 147–149
reinforcing competence of, 103–104, 107, 116, 182
Eno, Brian, 40
environment:
changing, for fresh vision, 99–100
conformity and, 36–37
dynamic nature of, 50–51
for innovation, 161
as mindset influence, 33
F
failure events:
catastrophic, 44, 146, 147, 152
in learning organizations, 151–153
normalizing deviance and, 154
as prompts, 147
as training simulations, 150, 160–161
when innovating, 153–154
Fairbank, Richard, 178
feedback:
from customers, 123–140
feeding forward of, 89–90
to improve performance, 82, 95
management control and, 110–111, 115–116, 118
during meetings, 121
on outcomes vs. output, 88
personal aspirations and, 207–208
in VUCA environment, 104
The Fifth Discipline: The Art and Practice of the Learning Organization (Senge), 11, 163
flow zone, 111–113
Fogg, BJ, 64, 66, 68, 71–75, 93, 107, 162, 181
Fogg Behavior Model, 72–75, 77
Ford Motor Company, 114
G
games, as safe-to-fail environments, 113
Gates, Bill, 35
The Gifts of Imperfection (Brown), 58
goals, clarity of, 91
Goldsmith, Marshall, 35
Google, 12, 118, 133, 137, 197
Aristotle project, 91, 93, 151
Greeley, Greg, 96
H
habits, behavior change and, 71–72, 78
(See also Tiny Habits method)
Hamel, Gary, 102
Hedberg, Bo, 12
Hewlett-Packard, 138–139
High-Paid Person’s Opinion (HiPPO), 26
Hoffer, Eric, 22
Hoffman, Ed, 146–149, 151, 152, 155, 157, 166
Holmström, Bengt, 174–177
I
incentives:
for leaders, 167–169
nonfinancial, 176–178, 181, 185
outcomes and, 171–176, 179–185
unlearning negative behaviors encouraged by, 169–171
informal learning, 163
innovation:
in government organization, 188–189, 200
incentives and, 170
micromanagement as stifling to, 97
safe space for, 161
success vs. failure in, 153–154
system for driving, 24–28
intent:
in decision making, 104, 105, 108, 113
organizational, 172
International Airlines Group (IAG), 23–29, 46, 47, 52–56, 60–61, 85, 100, 202, 205
J
Jacobson, Eric, 42
K
Kalanick, Travis, 155
key performance indicators (KPIs), 182, 183, 185
Khan, William A., 20
knowledge management, 146, 154
knowledge threshold, 32, 64, 90
knowledge workers, 103
Kuang, Cliff, 43
L
Ladder of Leadership, 108–109, 111, 113
Lao Tzu, 204
Laws of Systems Thinking, 11–12
leadership:
authenticity in, 130
conditioning of, 15–16, 31–33, 101–103, 122
creating breakthroughs for, 23–24, 46–48, 137–138, 194–195
developing skills for, 115
employee feedback to, 127
example set by, 65, 76, 80, 88, 204, 206
incentives for, 167–170
incentivizing by, 171–172
increasing effectiveness of, 13–14, 76–80, 103–104
in learning organizations, 164
methods imposed by, 34–35, 51, 97–98
mission command by, 105
obstacles to effectiveness in, 98–101
organizational alignment with, 120
principles for, 118–119
questions asked by, 39, 95, 114
relationship with customers, 123–140
training with employees, 148, 157
unlearning cycle for, 82
(See also CEOs; management)
Lean Enterprise: How High Performance Organizations Innovate at Scale (O’Reilly), 13
learned helplessness, 83, 97, 115
learning:
continuous, 184
informal, 163
lifelong, 12
learning anxiety, 64, 90–91, 93, 94, 109, 150, 152, 199
learning communities, 184
learning organizations:
concept of, 11–12
creating, 163–166
Legere, John, 124, 129–131, 133, 135, 137, 138, 196
Lehman Brothers, 12
lifelong learning, 12
Lightfoot, Robert, 159–160
Loehr, Jim, 9
M
MacPhee, Jim, 42
management:
command and control approach of, 97–99, 102, 104–111, 113, 114
communication with, 127–128
delegation of authority by, 98, 113–118, 121–122
fixed vs. growth mindset in, 83
incentivizing by, 182
of knowledge workers, 103
problem solving by, 194
scientific, 101–102
time spent in meetings by, 64
(See also leadership; CEOs)
management by walking around, 139
maneuver warfare, 104–105
Marquet, Captain David, 107–109
May, Matthew, 194
Mayo Clinic, 120
McCord, Patty, 172
meetings:
performance feedback in, 121
Meyer, Andrew, 188–200
micromanaging, 97
military:
management style of, 104–105
use of games by, 113
mindset:
breakthrough and, 81
changing, 21, 26–28, 46–47, 204
fixed vs. growth, 82–83, 93, 94, 184
organizational culture and, 37–38
Mindset (Dweck), 82
mishaps, defined, 152
mistakes:
defined, 152
as learning opportunities, 153, 154
in organizations, 36–37, 151–153
Moltke, Helmuth von, 105
Montesquieu, Baron de, 11
motivation:
of employees, 173–178
of executives, 168
growth mindset and, 83
organizational change and, 162
reliance on, 75
survival anxiety as, 93
(See also incentives)
Motivation, in Fogg Behavior Model, 72, 74
Mouratoglou, Patrick, 5–10, 29, 82
Mulally, Alan, 114
Munger, Charlie, 185
Musk, Elon, 132, 133, 135, 137, 138, 196
N
NASA, 67, 70, 143–149, 151–160, 162, 163, 165–166
National Health Service (NHS; United Kingdom), 188–200
Netflix, 116, 160–163, 171–172, 197
NFL, 82
O
O’Haver, Cort, 140
Ohno, Taiichi, 162
Only the Paranoid Survive (Grove), 39
organizational culture:
impact on employees, 126
principles for, 120–121
psychological safety in, 151
types of, 37–38
unlearning as part of, 29–30, 162
organizations:
competition within, 167–169, 185
complacency in, 145, 150, 154, 158–159, 206
crises in, 39–41
customer service misperceptions in, 128–129, 196
decentralized policy creation in, 149
key factors in success of, 91–92
leaders in (see CEOs; leadership; management)
making mistakes and, 36–37, 151–153, 160
micromanagement in, 97
negative incentives in, 169–171, 184
normalization of deviance in, 145–146, 154–158
positive incentives in, 171–172, 184
safe space for innovation in, 161
system-level outcomes for, 169, 179–186
transforming by unlearning, 146–151, 204–206
(See also learning organizations)
outcomes:
leadership to clarify, 98, 115
matching behavior to, 68–69, 91–92
performance aligned with, 171–172
personal stake in, 92
small steps toward, 69–70, 75–76, 80
unpredictability of, 57, 59, 90
working backward from, 70
P
Peak: Secrets from the New Science of Expertise (Ericsson), 24
perfectionism, 58
performance measurement, 171–177, 180–185
Peter Principle, 99
Pivotal, 163
policy creation, decentralized, 149
Powerful: Building a Culture of Freedom and Accountability (McCord), 172
principal-agent problem, 174–175
Principles: Life and Work (Dalio), 120
The Principles of Scientific Management (Taylor), 101
problem solving:
controlled by leadership, 77–78, 101–102
customer feedback and, 136
leaping to conclusions in, 194
productivity:
output as measure of, 101
prompts:
failure events as, 147
in marketing, 80
for reframing, 40–41
stopping behaviors and, 77–79
for unlearning, 23, 38, 92, 100, 106, 131, 173
Prompts, in Fogg Behavior Model, 73–75
psychological safety:
for innovation, 161
leadership to foster, 94
in training employees, 150
Pyramid of Advantage or Catastrophe, 151–153
R
radio frequency identity (RFID) sensors, 82
Rasulo, Jay, 41
reflection, to achieve breakthrough, 85–90, 94
reframing, prompts for, 40–41
relearning:
key components of, 149–153
necessary conditions for, 65–70
process for, 63–65
as step two in Cycle of Unlearning, 19–20
Reps, Paul, 49
reward/recognition, as motivation, 32–34, 169–171, 177–178, 181–182
Rice, Kevin, 42
Rising Strong (Brown), 57
risk:
avoidance of, 33
growth mindset and, 83
success and, 145
Robinson, Ken, 36
Roosevelt, Eleanor, 203
Rother, Mike, 117
S
safe-to-fail experiments:
to improve customer service, 48, 135
to improve employee confidence, 116
learning anxiety and, 64
in organizational relearning, 150
as small steps, 59, 67, 75, 78
successful outcomes and, 91
S&P 500, 12
Schmidt, Peter, 40
Schwalb, Andy, 42
Scott, Stephen, 28
Sears, 12
Senzaki, Nyogen, 49
Shafer, Andrew Clay, 163
Shaw, Rob, 200
small steps:
in continuous unlearning process, 90, 196
in government organization, 191–193, 197
in organizational transformation, 162
in personal transformation, 206–207
quantifying, 76
quick outcomes from, 80
in relearning process, 66–70
safe-to-fail experiments as, 59, 67, 75, 78
social media:
customer feedback via, 124, 130, 132, 137
time wasted on, 79
strategic inflection points, 39–40
success:
achieving via innate ability vs. practice, 83
conventional means to achieve, 34
key factors in, 91
perfectionism and, 58
performance metrics and, 180–183
personal transformation and, 206–207
repeating old methods for, 2–3, 10, 18, 50, 64, 147, 193
risk and, 145
small as prelude to large, 70, 71
survival anxiety, 93, 150, 159, 199
T
Taylor, Frederick, 101
teams:
in learning organizations, 164
psychological safety for, 151, 154
technology:
customer feedback via, 133, 135, 137, 138
open source, 190
(See also social media)
Tesla, 132
thinking big:
in defining success, 53, 54, 56
as leadership principle, 119
in New Year’s resolutions, 71
starting small and, 43, 59, 63, 66–70, 75, 80, 90, 150, 204
Three Cultures model, 37–38
3M, 177
Tiny Habits method, 64, 71–72, 162
TINYpulse, 177
Toyota Kata (Rother), 117
training:
disappointing outcomes of, 16, 23
of leaders with employees, 147–149
system-level outcomes and, 186
trainee reaction to, 73
trust, as leadership principle, 119
Turn the Ship Around! (Marquet), 107
U
Uber, 155
Umpqua Holdings Corporation, 139–140
uncertainty:
acceptance of, 57–59, 90, 96, 154
levels of, 152
unconscious incompetence, 99
“Undercover Boss” (TV show), 139
unlearning:
action vs. words in, 161
as continuous process, 22, 29, 95, 147, 161–162, 200
in government organization, 188–200
humility required for, 49–51, 88, 99
increasing rate of, 94–96
necessary conditions for, 51–59
organizational, 146–149, 166, 193, 204–206
original concept of, 12
prompts for, 23, 38, 92, 100, 106, 131, 173
Roman Empire as example of, 10–11
Serena Williams as example of, 5–10
as step one in Cycle of Unlearning, 18–19
by stopping behaviors, 77
successful leadership and, 13–14
uncertainty and, 34
unlearn statements, 55–56, 59, 65, 89
V
Vaughan, Diane, 145
Vinci, Leonardo da, 94–95
Volpe, Marie, 163
VUCA world, 102
vulnerability:
courage and, 57–58
to failure, 207
in relearning process, 90
W
Walsh, Willie, 60
Weiss, Al, 41
Welch, Jack, 168–169
Wells Fargo, 176
Westrum, Ron, 37, 38, 127, 151
What Got You Here Won’t Get You There (Goldsmith), 35
Williams, Serena, 1–2, 5–10, 29, 52, 67–68, 82, 90, 201
Winning the Brain Game: Fixing the 7 Fatal Flaws of Thinking (May), 194
work, finding meaning in, 91–92
Working Together Management System, 114
Z
Zen Flesh, Zen Bones (Reps and Senzaki), 49