Page 243 - Make Work Great

Index

in meeting specifi cations, 183 “Candid Camera,” 2
and seeking clarity, 63–67 Candidates for crystal
ARs (action requirements), 185 addressing mutual benefi t with, 115
Asch, Solomon, 2, 8 broadcasting to, 110–14
Assumptions employee, 93
and beliefs, 134 fi rst, 85
in corporate culture, 7–8 manager, 89
in seeking clarity, 58 peer, 97
Attrition, 13–14 recognizing, 108, 109
Authority, 89, 175 somewhat diffi cult people as, 131–32
Authority fi gures, 2–3, 6, 8 Capability
Autonomy, 1 components of, 52
and authority fi gures, 2–3 defi ning questions pertaining to, 62–63
and expectations of role set, 4–5 discussions related to clarity of, 64
and fundamental attribution error, 5–6 in meeting specifi cations, 182–83
and peer pressure, 1–2 overtness about, 50–54, 92–93, 96
Availability of resources, 48, 49 Careers
changing, 14
Balance, 77 maintaining, 27
Beginning your crystal, 24–26, 83–101 Changes in work environment
as an employee, 93–96 crystal-wrapping approach for creating,
with a culture of two, 84–85 129–30
as a manager, 89–93 impact of, 50–51
as a peer, 97–98 in meeting defi nition, 188
professional networking vs., 86 in roles of workers, 72–73
with role-modeling, 98–101 seriousness about recognizing, 107
with teaching by example, 86–87 Changing the culture, 17–19, 28–30
with workplace purpose, 87–89 building a crystal for, 25–26
Behavioral change, 129 as changing behavior, 108
Beliefs choice as a force in, 85
addressing, 138 effort required for, 115
as building block of reality, 133–35 evaluating progress in, 196
differences in, 136 scale involved in, 83
Berns, Gregory, 2 starting a crystal for, 24–25
Bin items, 185–86 Chaos, 17, 59
Blame, 34, 59, 92 Choice, 1–9
Blanchard, Ken, 36 culture change as, 6–8
Boundary between cultures, 139–42 as force for change, 85
Bowles, Sheldon, 36 and fundamental attribution error, 6
Brache, Alan, 36 infl uence of, 9
Broadcasting infl uences on, 1–6
as invitation vs. selling, 120 Clarity within relationships, 19, 57–71
to mentorship relationships, 113–14, 116 as advisory framework, 162–63, 167–68
to organization, 110–11 approach in seeking, 63–67
to role set, 111–13 in culture of two, 84
Brooks, Fredrick, 29 defi ned, 19
Building blocks of reality, 132–35 defi ning approach, 63–67
in resolving confl ict, 137–38 defi ning need for agreement, 67–71
video segment on, 139 defi ning the question, 60–63
Burnout, 35 in discussions about expectations, 202

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