Page 248 - Make Work Great

Index

Output. See also Summary outputs Personal coaches, 53
producing, 34 Personal experience, advising based on,
ratio of stress to, 35 160–62
sequence for success at producing, 36 Personal planning table, for overtness, 56
and workplace purpose, 38–41 Planning, for producing output, 36
Output-stress ratio, 35, 77 Politics, 175
and forms of overtness, 54 Power, exchanging information about, 175
and task/relationship cycle, 75 Preaching, 142
and visibility of progress, 45 Precedents, 9, 18, 29, 103, 197
Overtness, 19, 33–54 Preparation
about capability, 50–54, 92–93, 96 for beginning your crystal, 88–89
about impact, 41–43, 90–91, 94–95 for differences in interpretation, 137
about incentives, 43–45, 91, 95 of meeting specifi cations, 177–84,
about need for resources, 92, 96 186–87
about progress, 45–47, 91–92, 95–96 for mobilizing groups, 186–87
about purpose, 36–41, 90, 94 Problem response rate, 46
about resources needed, 47–50 Problem solving, as purpose of meetings,
as advisory framework, 162–66 174–77, 189
and critical ratio, 34–35 Problems. See also Diffi culties in crystal
in culture of two, 84 growing
defi ned, 19 discovery of, 57–58
in discussions about expectations, 202 externalizing sources of, 33–34
in giving advice, 157–58 Processing rates, 46
making a habit of, 124–27, 136 Process-oriented meetings, 175
in meeting specifi cations, 182–83 Productivity, visibility of progress and, 45
in meetings, 177 Professional networking, beginning your
mutual benefi ts of, 116 crystal vs., 86
in question/answer cycle, 73–74 Progress
unpleasant realizations from, 57–58 in culture-building, 196
Overtness/clarity cycle, 74 defi ning questions pertaining to, 62
discussions related to clarity of, 64
Pace of interactions, 66–67 of meetings, 182
Parking-lot issues, 185–86 nonlinear, 142
Partners-in-culture overtness about, 45–47, 91–92, 95–96,
impact of, 108–9 116
role-modeling by, 105–7 and resource needs, 50
success in enrolling, 107–9 Purpose
Peer pressure, 1–2, 6 beginning your crystal with, 87–89
Peers defi ning questions pertaining to, 60–61
advice from, 207–8 discovering, 37–38
assumptions perpetuated by, 8 discussions related to clarity of, 64
beginning of crystals by, 97–98 explaining to role set, 112
defi ning, 97 expressing, 38
Perceptions of gatherings, 174–77
of culture-builders, 150–51 of meetings, 182
and fundamental attribution error, 6 overtness about, 36–41, 90, 94
infl uences on, 1–6
Perceptual problem-solving experiment, 2, 8 Question/answer cycle, 73–74
Performance factors, 36 Questions
Performance gaps, 92–93 defi ning, 60–63, 88
Persecutor role, 198–205 indirect, 64–65

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