Description
Contents PREFACE PART ONE: Surviving the High Risk Culture Chapter 1 An Alternative to Working and Living in a Fantasy world * Keeping the Safety Nets in Place * Why It Doesn’t Work Anymore * A Great Capacity for Change * Benefits of Working without a Net * How I Know What I Know * A Caring Approach * How This Book Will Facilitate Your Ability to Grow and Manage Growth * An Alternative to the Typical Management Book Chapter 2 Six Paradigms for Keeping your Balance in a High Risk Culture * Paradigm 1: Caring for People Is Not Synonymous with Taking Care of People * Paradigm 2: People’s Ability to Change Is Not a Function of Capacity but of Choice * Paradigm 3: We Need To Change Our Attitudes Toward Change * Paradigm 4: We Must Redefine What Constitutes Acceptable Work, Moving from Adequacy to Peak Performance Paradigm 5: Who We Are Personally Is Inextricably Connected to Who We Are Professionally; the Goal Is to Lead Blended, Not Balanced, Lives * Paradigm 6: We Must Create Value-Driven Personal and Professional Lives * A New Way to View the World Chapter 3 The Impact of Information on Competitive Advantage * Expect New Expectations * Impact One: Increased Competition * Impact Two: Decreased Profits and Margins * Impact Three: People Are the Competitive Edge * But What About Price? * Being Open to Information Chapter 4 Decision-Making and the Information Cycle * From Information to Choices * From Choices to Decisions * From Decisions to Change * From Change to Information * How People Make Decisions * Decision-Making Can Be Taught * Teach Yourself How to Make High Risk Decisions * The Only Way Out * Working with the Cycle (Instead of It Working Against You) Chapter 5 Relationship-Building: Moving from Schmoozing to Intimacy * Prerequisite One: A High Drive for Growth * Prerequisite Two: A Capacity for Intimacy * Prerequisite Three: Honest and Direct Communication * Prerequisite Four: A Transition from High Maintenance to Low Maintenance Relationships * Blending Our Lives Chapter 6 The High Risk Culture * Autonomy Versus Security * Trade-offs * But What If We Opt for Low Risk? * Doing Business in a Shrinking World * How We Avoid Conflict * Signs of the High Risk Shift * Identifying High Risk People * Paying the Price PART TWO: Growth and Success Chapter 7 Growth and Success: High Risk Models and Tools * Entrepreneurial Versus Corporate * Entrepreneurial Traits * Pinpointing the Problem: A Diagnostic Tool * Starting at the Top: A Remedy * Other Effects of Success and Growth * The Dilemma of Developing Successful People * Helping Everyone Make the Transition Chapter 8 Individual Growth and Success: Learning to Cope with Loss * What We Gain and What We Lose * Losing the Familiar * Loss of Roots * The Loss of Necessary Limits * The Function of Goals * How to Keep Choosing New Limits Chapter 9 Success and Growth as a Grieving Process * Stage One: Shock and Denial * Stage Two: Anger * Stage Three: Bargaining * Stage Four: Depression * Stage Five: Acceptance * Why Now? PART THREE: Overcoming common Obstacles Chapter 10 Clarifying Confused Values * The Value Clarification Instrument * Evaluating the Profile * How To Move Toward High Risk Positions * Organizational Uses of the Instrument * One Final Note About Scores Chapter 11 Coping with Delayed Development * The Secret Impact of Technology: Prolonged Adolescence * The New Developmental Stages * How to Deal with Adolescent Worker * How to Deal with Young Adults * How to Deal with Adults * The Gray Areas * Three Requirements for Managing Stages Chapter 12 Accountability: The Seven Prerequisites * The Value of Accountability * 1. Accountability Is to Individuals; Not to Groups, Committees, or Organizations * 2. Clarify the Areas in Which One Will Be Held Accountable * 3. Expectations Must Be Stated in a Specific and Clearly Differentiating Manner * 4. Measurement of Expectations Must Delineate Quantity and Time Frame * 5. Consequences for Meeting or Failing to Meet Established Expectations Must Be Stated in Detail * 6. Consequences Must Be Enacted with Immediacy, Objectivity, and Clarity * 7. Accountability Must Be Consistently Modeled by Top Management * The Accountability Test * A Caring for Model Chapter 13 Goals and Accountability * Reassuring Limits * Setting Limits to Promote Growth * Setting Goals * Three Types of Goals * Your Personal Mission * What Core Value System Drives You? PART FOUR: Conflict, Anger, and Loyalty Chapter 14 Five Steps to Conflict Management * Conflict Versus Hostility * Step One:Clarifying Discrepancies * Step Two: Setting Expectations * Step Three: Defining Limits and Boundaries * Step Four: Taking Ownership of Choices * Step Five: Making a Decision * What’s Wrong with the Other Conflict Management Processes * Common Types of Conflict * Tailoring the Process to People and Circumstances Chapter 15 Anger and Productivity * A Third Model * How Anger Gets Shut Down * The Four-Step Process for Using Anger * Getting Shut Down in the Process * An Action Plan for Expressing Anger * Translating Anger into Productivity Chapter 16 Loyalty in a High Risk Culture * Two Types of Loyalty * Determining Your Organization’s Loyalty Type * Making the Transition * The Most Difficult Obstacle PART FIVE: Autonomy, Structure, and Ethics Chapter 17 Autonomy and Independence * The Three Stages of Development * Characteristics of Autonomy * Using High Risk Tools to Become Autonomous * The Theory of Plenty Versus the Theory of Scarcity * How to Foster Autonomous Behavior Chapter 18 Control, Structure- and Conflict * What You Have to Do Versus How You Have to Feel * Where the Controlling Impulse Comes From * Identifying and Resolving Control Issues * Dealing with Employees Who Can’t Deal with Structure * The Common Control Issues * A Natural Structure Chapter 19 Doing the Right Thing * How This Definition of Ethics Applies to You * Conclusion Acknowledgements Index
