Page 205 - Harnessing the Strengths

188 ■ Index

Collins, Jim, 8, 33, 117, 159–60, Covey, Stephen, 8
171, 179, 180 Crafting strategy, 54, 142
Command and control vs. delegated Creativity, 65
autonomy, 138–39 humor and, 104
Communitarian cultures, 78, team building and, 32–33
79–81 Criticism, 68
Community building, 32–33 Cross-cultural competence, 25
Community service, 14–15 Cultural relativism, 20
Compass metaphor, 159 Culture clashes, 19–26
Compassion, 39 challenges, 23
Competition vs. cooperation, combining opposites, 16–17,
83–84 25–26
Complaints, 29 common methods of handling, 16
Compromise, 16, 119–20, 166 cyclical logic applied to, 24
Conceptualizing, 36 misunderstandings, 20–21
Confessions (Augustine), 126–27 solutions, 24–25
Consensus process vs. realization of systematic analysis of, 23–24
mature product, 89–91 value differences in, 19, 21–22
Control vs. passion, 22, 95–107. Cybernetics, 159
See also Passion as a result of Cyclical logic, 24
control
benchmark, 98–99 Daewoo, 157
dilemma, 95–98 DaimlerChrysler, 102
problems and solutions, 100–106 Dell, Michael, 105–6, 118–19
Controlled emotions vs. passionate Deming, Edward, 65
emotions, 105–6 Diffuse cultures. See Specifi c vs.
Co-opetition, 84, 86 diffuse
Core qualities, 27–42 Dilemma Reconciliation Process
better rules through exceptions, (DRP), 170
31 Dilemmas, 22–23. See also Control
building teams of creative vs. passion; Leading vs.
individuals, 32–33 serving; Parts vs. the whole;
combining internal and external, Push vs. pull; Rules vs.
37–40 exceptions; Short term vs. long
leading through serving, 28–31 term; Specifi c vs. diffuse
more passion as a result of Direct Selling Model (Dell),
control, 33 118–19
putting parts into a whole, Diversity, 27, 67
33–36 Double focus, 14–15
short-term and long-term vision, control vs. passion in, 98
36–37 leading vs. serving in, 51
Cottle, Tom, 132 parts vs. whole in, 80–81
Courage, 170 push vs. pull in, 147–48
Courage vs. caution, 150–53 Drucker, Peter, 46