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In every organization there are barriers that prevent people from contributing to the full and these often result in individuals feeling marginalized. This book argues that there is an inner warrior in every person that needs courage to change and express themselves and perform to full potential. The author uses a powerful model of the six C's to show how organizations and individuals can achieve this.

Tabla de contenidos provista por Syndetics

• List of Figures and Tables(p. xi)
• Preface(p. xii)
• The Purpose of the Book and How It Differs from Others(p. xii)
• The Inner Warrior and Its Outer Counterpart(p. xiii)
• The Six Cs of the Inner Warrior(p. xiii)
• The Gulliver Effect(p. xiv)
• Acknowledgements(p. xviii)
• Part I The Problem Unveiled(p. 1)
• 1 The Inner Warrior(p. 3)
• Values - Lived Not Laminated!(p. 4)
• What's It Got To Do with the Price of Fish?(p. 5)
• Mind the Gap(p. 6)
• The More Things Change, the More They Stay the Same(p. 6)
• The Inner Warrior and the Four Outer Personas(p. 7)
• Fearless: the Warrior and the Abyss(p. 9)
• Overview and Conclusion(p. 18)
• 2 The Gulliver Effect(p. 19)
• The Question of Change Reframed(p. 19)
• The Gulliver Effect(p. 21)
• Gulliver's Equivalent in the Workplace(p. 22)
• Courage in Conflict(p. 23)
• Outcomes of the Gulliver Effect(p. 24)
• Beware Habitual Shadows!(p. 25)
• Overview and Conclusion(p. 28)
• 3 Developing Individuals: The Six Cs(p. 30)
• Winners and Losers(p. 30)
• Customer-First Versus 'Dog in the Manger' Mentality(p. 31)
• Have I Become Institutionalized - as an Individual?(p. 32)
• Have I Become Institutionalized - as a Team Member?(p. 34)
• Have I Become Institutionalized - as a Company Man or Woman?(p. 35)
• Breaking the Threads(p. 36)
• How Do I Become a Warrior?(p. 37)
• Overview and Conclusions(p. 38)
• 4 Current Change Remedies(p. 39)
• Ongoing Resistance from Some Wears Down Dedication of Others(p. 39)
• 'Felt' Versus 'Real' Needs(p. 40)
• Current Remedies(p. 41)
• Current Recipes for Implementing Change(p. 42)
• People-centred Change Programmes(p. 44)
• The Actual Environment Before (and After) the Change Programme(p. 45)
• Overview and Conclusion(p. 46)
• 5 On Becoming a Warrior(p. 47)
• Don't Rearrange the Chairs(p. 47)
• There Are Process Consultants and Process Consultants(p. 48)
• The Illusion of Progress(p. 50)
• The Risk of Superficiality(p. 51)
• Transient Change(p. 51)
• Social Facts: An Innovative Form of Data(p. 53)
• Overview and Conclusion(p. 54)
• 6 Compassionate Leadership(p. 55)
• Looking Outward and Inward(p. 55)
• Hearts and Minds(p. 56)
• The Ideal Leader(p. 57)
• Opposing Strengths(p. 58)
• What Leaders Do We Have?(p. 59)
• STs and Communication(p. 61)
• NFs and Communication(p. 61)
• What Do Followers Think?(p. 62)
• A Recipe for the Gulliver Effect(p. 63)
• Bridging the Gap(p. 63)
• Overview and Conclusion(p. 67)
• Part II The Solution(p. 69)
• 7 Conflict(p. 71)
• Case Study(p. 71)
• So Where's the Conflict?(p. 72)
• Why Do We Avoid Conflict?(p. 73)
• Win-Win Culture(p. 74)
• Conflict-handling Model(p. 75)
• Why Operate from the Lower Triangle?(p. 76)
• What Is the Downside of the Lower Triangle?(p. 78)
• What Are the Risks of Speaking Out?(p. 79)
• Why Is the Top Triangle the Best Option?(p. 79)
• We Need To Be Versatile(p. 81)
• 8 Concepts(p. 83)
• Case Study(p. 83)
• Personal and Hidden Agendas(p. 84)
• Groups Are a Problem Waiting to Happen(p. 85)
• Our First Human Group(p. 86)
• Managing a Group Effectively(p. 86)
• Why Don't People Address Process Issues?(p. 87)
• Sensing the Situation(p. 88)
• Understanding Group Behaviour(p. 89)
• Knowing Yourself/Knowing Others(p. 92)
• Effective Group Participation(p. 97)
• 9 Collaboration(p. 98)
• Case Study(p. 98)
• Our Four Life Positions(p. 99)
• Feel Collaborative!(p. 102)
• What Is Susan Doing?(p. 104)
• Equilibrium Restored(p. 105)
• Ignoring the Stub Marks(p. 106)
• 10 Consensus(p. 107)
• Case Study(p. 107)
• What Makes Us Anxious at Work?(p. 108)
• Response to 'Threats'(p. 109)
• Triggers Are Sources Not Causes of Tension(p. 110)
• Thoughts Cause Feelings(p. 111)
• Think Positive, Think Consensus!(p. 113)
• Don't Take It Personally(p. 114)
• No One Can Make Us Feel Anything(p. 116)
• 11 Compassion(p. 118)
• Case Study(p. 118)
• The Little Tent Model(p. 119)
• Why Compassion?(p. 120)
• Our Ego States(p. 121)
• Recognizing Ego States(p. 123)
• Reflexive Responses(p. 124)
• Compassion Requires Versatility(p. 127)
• Be Compassionate and Indulge(p. 128)
• 12 Courage(p. 131)
• Case Study(p. 131)
• Succumbing to Catastrophic Fantasies(p. 132)
• Crunch Moments(p. 133)
• What Do All These Crunch Moments Have in Common?(p. 135)
• We Need God to Play a Trick on Us(p. 139)
• Life Is Not about Getting What You Want, It's about Meeting the Challenges on the Way(p. 140)
• 13 Embedding Courage Awareness(p. 142)
• Case Study: 'I Was Just About to Call You, Madam!'(p. 143)
• 1 The New Leadership(p. 144)
• 2 Cultivating Warriors(p. 144)
• 3 OD Individual-Style(p. 145)
• The Ethical Imperative(p. 146)
• No Gap to Mind(p. 146)
• Heroic Dignity(p. 149)
• Bibliography(p. 150)
• Index(p. 155)

Notas de autor provistas por Syndetics

Beverley Stone is a business psychologist and Managing Director of Group Dynamics International Ltd
Jon Lamb, is a management writer and researcher