accountability
for CEOs, 61–62
as ideal, 120
for leadership, 129
lessons-learned, 133–34, 153, 170
for management, 30–33, 37–38, 41–42
for managers, 41–42, 134, 153, 155–56
punishment in, 133
reciprocally accountable relationships for, 31, 41–42
self-accountability, 155–56
for top-level management, 60–62, 171
in work culture, 133–34
action research, 120–21
active inquiry
for management, 49, 89–90, 124–25, 153
active listening, 49
Adams, Scott, 84
adversaries, 78–79
Alcoa, 121
alienation, of employees, 163–65
American management
bad management in, 3–8
benefits of, 5
as high-threat, 13
individualism and, 12, 26–29, 99
pushback in, 26–27
status quo for, 26–28
Trump as, 26–28
work culture in, 11–13, 17, 25–26, 29
Anderson School of Management (UCLA), 125
Applied Humanistic Psychology, 120–22
Argyris, Chris, 101
AT&T, 16
authenticity
in HR, 156
in management, 135–36
as mind-set, 152–53
in work culture, 135–36
backroom politics, 102–3
bad management
in American management, 3–8
backroom politics in, 102–3
bullies in, 68
causes of, 99–101
CEOs control of, 148–49
doublethink in, 34–39, 40–42, 70, 100
duplicity in, 160
effective managerial action failures by, 35, 38
Fiorina as, 16–17
of George Washington Bridge shutdown, 18
habits of, 8–9, 15–17, 33–34, 122–23
hierarchy as tool for, 38–42
incentives for, 31
matrix management as, 36–37
other-directed focus ignored by, 157
self-centeredness in, 108–10
skilled incompetence in, 101
subdued appearance in, 52–53
symptom relief by, 17–19
teamwork and, 173
in top-level management, 56–57
blame, 20, 29–33, 38–41, 76, 111
Blank, Arthur, 118
borrowed-authority power-taking, 93–94
bottom-line
for companies, 140
management of, 4–5
other-directed focus and, 161–62
Brady Act, 119
bullies, 68
Bush, George W., 134
Centers for Disease Control and Prevention, 96
CEOs. See Chief Executive Officers
change-management initiatives, 127–28, 140–41, 162
charm school, 52
Chief Executive Officers (CEOs)
accountability for, 61–62
bad management control by, 148–49
concerns for, 139–40
failures of, 59–62
fair play by, 94–96
immediate-accomplishment expectation for, 130–31
initiative by, 140–42
in leadership, 148–49
lies told to, 88
management control by, 148–49
meetings by, 56–57
responsibilities of, 56–58
systems view for, 153–55
as top-level management, 56–58
coaching, 172
cohorts
adversaries in, 78–79
borrowed-authority power-taking in, 94
competition in, 136
groupthink for, 87–88
in management, 51–53, 70–71, 87
other-directed focus for, 132
politics of, 51–53, 88–90, 92–93
comfort zones, 54
companies
adversaries in, 78–79
bottom-line for, 140
consciousness-raising for, 166–67
consulting and, 129
core values initiatives for, 145–48
mind-sets for, 173–74
other-directed focus for, 154–55
performance reviews in, 67
responsibilities in, 167–68
company-first outcomes, 154
competition
as avoidable, 154
in cohorts, 136
ethnocentric, 136
in teamwork, 136
in work culture, 136
zero-sum, 101–2
consciousness-raising
for company gains, 166–67
for enhanced awareness, 163–66
for good management, 163–67
for management, 71–72
control power taking, 40–41, 95, 97n4, 100
conundrums
for management, 33–35, 39–40, 42, 99–101
Cook, Tim, 118
coping mechanisms, 33–34
core values initiatives, 145–48
Crockett, Davy, 26
culture. See work culture
deception. See pretense
Declaration of Independence, 25
dereliction
in management, 27, 38, 41, 159–60
dialogue, 169
Dilbert (Adams), 84
direct reports
for leadership, 124
management and, 30–33, 39, 144
other-directed focus for, 132
people skills in, 51
performance reviews and, 143–47
power games with, 135
discretionary bonuses, 136
Discretionary Time Off (DTO), 58–61, 122
doublespeak, 110–11
doublethink
as coping mechanism, 34
in management, 34–39, 40–42, 70, 77–78, 100
as objectivity, 77–78
for teamwork, 91
Douglas, Frederick, 21
DTO. See Discretionary Time Off
Dunlap, Al, 142
duplicity, 160
DuPont, 121
earnings before interest, taxes, depreciation, and amortization (EBITDA), 130–31
Ebola czar, 96
effective managerial action, 35, 38
egalitarianism. See fair play
emails, 166
employees. See also performance reviews
alienation of, 163–65
bad management of, 111–12
comfort zones for, 54
duplicity awareness by, 160
ESOP for, 136
hierarchical oppression of, 38–42
ideals by, 111–12
as individualistic, 29
limitations of, 31
other-directed focus for, 145–46
responsibilities of, 167–68
as scapegoats, 38
trust issues for, 39–41
employee stock ownership plan (ESOP), 136
ethnocentric competition, 136
extraordinary managers, 107–8, 118
F-117 stealth fighter plane, 121
fact-based analysis. See objectivity
failures
of CEOs, 59–62
in effective managerial action, 35, 38
of middle management, 32–33
of top-level management, 32, 36, 59–62
fair play
by CEOs, 94–96
as ideal, 120
for self-protection, 94–96
by top-level management, 95
transparency and, 102
fear
Fiorina, Carly, 16–17
Freire, Paulo, 117
friendly advice, 87
functional managers, 45–46
General Motors (GM), 18, 32, 40, 88
George Washington Bridge, 18
GM. See General Motors
good management
approaches for, 6–7, 11, 30, 112–13, 162–74
behavior of, 27–28, 46, 124, 126, 131
coaching for, 172
consciousness-raising for, 163–67
dialogue for, 169
goals for, 139–40
ideals for, 21
I-speak for, 168–69
lessons-learned accountability for, 170
mandate for, 126
messages by, 167–68
mindset management for, 31
open-mindedness in, 169–72
other-directed focus for, 30, 32, 89–90, 97, 112–13, 137, 170
as outlier, 19
reciprocally accountable relationships for, 31, 41–42
requirements for, 107–8
self-reflection for, 165–66
transparency in, 170
traps and, 169–72
good management, approaches for, 6–7, 11, 30, 112–13, 162
compelling messages as, 167–68
for consciousness-raising, 163–67
I-speak as, 168–69
for leadership, 172–74
leadership expansion as, 169–72
open-mindedness as, 169–72
groupthink
for cohorts, 87–88
definition of,97n2
for self-protection, 86–88
Hawking, Stephen, 35
Hewlett-Packard, 16
hierarchy, 38–42
in bad management, 38–42
of employees, 38–42
hierarchical command in, 40–41, 95, 97n4, 100, 131
integrity and, 152–53
as trap, 170
hierarchy of needs, 151
high-threat management, 13
HR. See Human Resources
human capital, 8
humanity, 157
human resources (HR)
authenticity in, 156
for coaching, 172
ideals by, 45–46
limitations of, 140
performance reviews and, 129
in work culture, 142–48
ideals
accountability as, 120
by employees, 111–12
fair play, 120
for good management, 21
by HR, 45–46
for leadership, 123–24
for management, 123–24
objectivity as, 69–71, 73–76, 112
other-directed focus as, 112–13
progress as, 110–11
teamwork as, 29
transparency, 120
in work culture, 69–71, 112, 123–24
image management, 88–90
immediate-accomplishment expectation, 130–31
incentives
for bad management, 31
discretionary bonuses as, 136
individualism and, 143
by leadership, 141
for other-directed focus, 124–27
performance reviews for, 142–43
self-critiquing in, 146–47
systems view for, 154
in teamwork, 143
individualism
American management and, 12, 26–29, 99
incentives and, 143
in work culture, 29
initiatives
by CEOs, 140–42
change-management, 127–28, 140–41, 162
core values initiatives as, 145–48
by top-level management, 140–42
insecurity
in bad management, 62–63, 70–73
in management, 19
in top-level management, 62–63
in work culture, 168
integrity, 152–53
intelligence, 149
Internal Communications, 58, 60
interpersonal competence. See people skills
Jefferson, Thomas, 25
job security, 151
LA Times. See Los Angeles Times
leadership, 125–26
accountability for, 129
CEOs in, 148–49
direct reports for, 124
expansion of, 169–72
for good management, 149–50, 172–74
ideals for, 123–24
immediate-accomplishment expectation for, 130
incentives by, 141
management compared to, 123–24
other-directed focus and, 124, 127, 137, 141, 161–62
punishment by, 141
pushback with, 166–67
self-directed focus in, 171–72
systems view for, 153–55
for top-level management, 127
unlocking the past for, 128–30, 143–45
for work culture changes, 127
lessons-learned accountability, 133–34, 153, 170
Lincoln, Abe, 91
Lockheed Martin Skunk Works, 121
Look, 121
Lord Acton, 68
Los Angeles Times, 58–62, 122, 131
management. See also bad management; good management; Master of Business Administration; top-level management
accountability for, 30–33, 37–38, 41–42
action research for, 120–21
active inquiry for, 49, 89–90, 124–25, 153
anecdotes about, 9, 14–15, 36–37, 40, 47–48, 53–55, 71–72, 103–6, 108–9
Applied Humanistic Psychology for, 120–22
authenticity in, 135–36
of bottom-line, 4–5
CEOs control of, 148–49
conflict avoidance by, 80
consulting for, 71–72
conundrums for, 33–35, 39–40, 42, 99–101, 113
coping mechanisms for, 33–34
dereliction in, 27, 38, 41, 159–60
direct reports and, 30–33, 39, 144
doublespeak by, 110–11
doublethink in, 34–39, 40–42, 70, 77–78, 100
extraordinary managers in, 107–8, 118
friendly advice by, 87
functional managers in, 45–46
human capital for, 8
humanity by, 157
ideals for, 123–24
of image, 88–90
as individualistic, 29
insecurity in, 19
job security for, 151
leadership compared to, 123–24
management by exception in, 155–56
messages for, 167–72
mindset, 31
mind-sets for, 150–57
other-directed focus by, 30, 32, 50, 89–90, 97
people skills for, 46–47, 51–53
performance reviews for, 67
policy restriction by, 34–35
pretense by, 158
qualifications for, 45–48
research on, 7, 22n7, 23n9, 23n11
responsibilities of, 167–68
self-accountability by, 155–56
self-critiquing for, 146–47
self-directed focus in, 125, 127, 144
self-interest in, 26, 28, 32, 70–71, 84–85, 94, 141, 160
self-management in, 155–56
self-reflection for, 165–66
skilled incompetence by, 101
as sleeper cells, 16–17
teamwork for, 29
training of,22n4, 46, 63n1, 142
traps for, 159–60
trust and,22n7, 23n11, 29, 32–33, 39–41, 72
two-sided accountability for, 41–42, 134, 153
types of, 45
vulnerability of, 69–70, 72–73
zero-sum competition in, 101–2
management by exception, 155–56
Marcus, Bernie, 118
marks, in work culture, 93
Maslow, Abraham, 151
Master of Business Administration (MBA)
Anderson School for, 125
bad management skills in, 18–19, 53
incentives in, 49–51
organizational behavior in, 50
other-directed focus in, 50
people skills in, 49
performance reviews in, 108–9
as qualifications, 48–51
for research, 21
teamwork in, 50–51
work culture in, 18–19
matrix management, 36–37
MBA. See Master of Business Administration
messages
in good management, 167–68
for management, 167–72
middle management, 9–10, 32–33
mindset management, 31
mind-sets
authenticity as, 152–53
for companies, 173–74
as destinations, 150–51
integrity as, 152–53
for other-directed focus, 150–57
people skills as, 156–57
security, 151–52
systems view as, 153–55
motivators, 74, 77–78. See also incentives
Musk, Elon, 118
NASA, 103–5
National Rifle Association, 119
New York Times, 62
objectivity
doublethink as, 77–78
research about,81n3
by top-level management, 95
vulnerability and, 76–78
in work culture, 69–71, 75, 77, 112, 132–33
OD. See Organization Development
open-mindedness, 92–93, 169–72
operatives, traps for, 160–61
organizational behavior, 50
Organization Development (OD), 121
other-directed focus
bad management and, 157
bottom-line and, 161–62
for cohorts, 132
for companies, 154–55
components of, 132
for direct reports, 132
for employees, 145–46
as good management, 30, 32, 89–90, 97, 112–13, 137, 170
as ideal, 112–13
incentives for, 124–27
leadership and, 124, 127, 137, 141, 161–62
for management, 30, 32, 50, 89–90, 97
in MBAs, 50
mind-sets for, 150–57
obstacles for, 130
security and, 151–52
against traps, 161–62
people skills
in direct reports, 51
in MBAs, 49
as mind-set, 156–57
as qualifications,63n1
performance reviews
in companies, 67
direct reports and, 143–47
HR and, 129
for incentives, 142–43
in MBAs, 108–9
perfection in, 135
subjectivity in, 75
as traps, 170
in work culture, 143–44
politics
backroom, 102–3
in bad management, 102–3
of cohorts, 51–53, 88–90, 92–93
Port Authority of New York and New Jersey, 18
power games, 135
power-sharing
pretense
GM nod as, 88
GM salute as, 88
in management, 158
teamwork as, 103–6
for top-level management, 83–84
as trap, 159
in work culture, 83–85, 92, 99, 151, 158
Proctor & Gamble, 121, 142, 171–72
psychological canons, 74–76
pushback
in American management, 26–27
with leadership, 166–67
against top-level management, 54–55, 166–67
for traps, 171
in work culture, 26–27
qualifications
for management, 45–48
MBA as, 48–51
people skills as,63n1
subdued appearance as, 52–53
Quality of Working Life/Socio-Tech Systems, 120–22, 142, 172
reciprocally accountable relationships, 31, 41–42
recruitment, 46
reports. See direct reports
requests for quotations (RFQs), 103
research
action research as, 120–21
on management, 7, 22n7, 23n9, 23n11
from MBAs, 21
on objectivity,81n3
for self-protection, 89
respect, in work culture, 132–33
responsibilities
of CEOs, 56–58
in companies, 167–68
of employees, 167–68
of management, 167–68
return on investment (ROI), 117–18
reviews. See performance reviews
RFQs. See requests for quotations
rising tide metaphor, 28–30, 34, 123
risks, in work culture, 69
Robinson, Jackie, 26
ROI. See return on investment
routines
for self-protection, 86–97, 100
for top-level management, 83–84
sabotage, 62–63
Saturn, 121
Schultz, Howard, 118
Scott Paper, 142
scripts, in work culture, 106–7, 160
security
job security as, 151
as mind-set, 151–52
other-directed focus and, 151–52
self-accountability, 155–56
self advancement
in work culture, 9, 12, 27, 30, 69, 133, 142–43
self-centeredness, 108–10
self-critiquing, 146–47
self-directed focus, 125, 127, 144, 171–72
self-interest, 73, 102–3, 132–33, 153–54
in work culture, 69, 76–78, 91–92, 99–100, 173
in management, 26, 28, 32, 70–71, 84–85, 94, 141, 160
self-management, 155–56
self-protection
research for, 89
from vulnerability, 86–96
self-protection, routines for, 97
borrowed-authority power-taking as, 93–94
fair play as, 94–96
groupthink as, 86–88
image management as, 88–90
open-mindedness as, 92–93
self-reflection, 165–66
skilled incompetence, 101
sleeper cell management, 16–17
slow-trackers, 86
Socio-Technical Systems and Design (STS). See Quality of Working Life/Socio-Tech Systems
SpaceX, 118
stakeholders, 76, 92–93, 102–3, 174
Starbucks, 118
start-ups, 4
status quo
for American management, 26–28
as changeable, 140–42
in work culture, 17–18
stealth. See pretense
Stewart, Potter, 149
subjectivity
in humans, 73
in performance reviews, 75
as status quo, 132
in work culture, 75
success, in work culture, 49
Sunbeam, 142
symptom relief, 17–19
system. See work culture
systems view
for CEOs, 153–55
of incentives, 154
for leadership, 153–55
as mind-set, 153–55
against silo mentality, 154
teamwork in, 153–55
Taylor, Frederick, 155–56
teamwork,97n4
bad management and, 173
competition in, 136
doublethink for, 91
as ideal, 29
incentives in, 143
for management, 29
in MBAs, 50–51
as pretense, 103–6
for self-protection, 90–92, 100
in systems view, 153–55
by top-level management, 55–58
Tesla, 118
time-wasting
emails as, 166
in work culture, 122
top-level management, 12
accountability for, 60–62, 171
bad management by, 56–57
benefits of, 52
case study for, 58–62
CEOs in, 56–58
demands for, 30
fair play by, 95
Fiorina as, 16–17
game-changers for, 100
initiative by, 140–42
insecurity for, 62–63
leadership for, 127
objectivity by, 95
pretense for, 83–84
pushback against, 54–55, 166–67
routines for, 83–84
sabotage by, 62–63
self-centeredness of, 108–10
teamwork by, 55–58
traps for, 162
work culture changes and, 127
Toyota, 121
training, for management,22n4, 46, 63n1, 142
transparency
as fair play, 102
for good management, 170
as ideal, 120
in work culture, 102–6
traps
good management and, 169–72
hierarchy as, 170
for management, 159–60
for operatives, 160–61
other-directed focus against, 161–62
performance reviews as, 170
pretense as, 159
pushback against, 171
for top-level management, 162
vulnerability from, 160–61
in work culture, 159–60
Tribune Media Company, 58, 60–61
Truman, Harry, 95
Trump, Donald, 26–28
trust
employees and, 39–41
management and,22n7, 23n11, 29, 32–33, 39–41, 72
two-sided accountability, 41–42, 134, 153
unlocking the past, 128–30, 143–45, 168
Veterans Health Administration, 18, 32, 40
Vickers, Geoffrey, 159–60
Volkswagen, 171
Volvo, 121
vulnerability
borrow-authority power-taking for, 94
objectivity and, 76–78
self-protection from, 86–96
from traps, 160–61
work culture creation of, 85–86
Whac-a-Mole metaphor, 19
Winfrey, Oprah, 26
work culture. See also work culture changes; work culture expectations
accountability in, 133–34
adversaries in, 78–79
in American management, 11–13, 17, 25–26, 29
authenticity in, 135–36
blame in, 20, 29–33, 38–41, 76, 111
charm school in, 52
consortium about, 119–21
failures in, 8–10
HR in, 142–48
humanity in, 157
individualism in, 29
intelligence in, 149
I-speak for, 153
marks in, 93
in MBAs, 18–19
mistakes in, 134–36
objectivity in, 69–71, 75, 77, 112, 132–33
OD for, 121
performance reviews in, 143–44
polls about, 79–80
of Port Authority of NY and NJ, 18
pretense in, 83–85, 92, 99, 151, 158
progress restrictions by, 117–18
pushback in, 26–27
respect in, 132–33
risks within, 69
self advancement in, 9, 12, 27, 30, 69, 133, 142–43
self-interest in, 69, 76–78, 91–92, 99–100, 173
self-protection in, 79–80, 100
silo mentality in, 136
slow-trackers in, 86
status quo in, 17–18
subjectivity in, 75
success in, 49
systematic nature of, 25–26
time-wasting in, 122
transparency in, 102–6
traps in, 159–60
of Veterans Health Administration, 18, 32, 40
vulnerability caused by, 85–86
work culture changes
change-management initiatives for, 127–28, 140–41, 162
consulting companies for, 129
failures of, 119–22
leadership for, 127
preparations for, 127
top-level management and, 127
unlocking the past for, 128–30, 143–45
work culture expectations
accountability as, 133–34
competition as, 136
immediate accomplishment as, 130–31
objectivity as, 132–33
perfection as, 134–36
workplace abuse,22n2, 22n5, 23n9
zero-sum competition, 101–2