Page 208 - Harnessing the Strengths
P. 208

Index  ■  191



             Past-oriented cultures, 127  Senge, Peter, 7
             Pearle Optical, 71–72        Sequential (linear) notions of time,
             Performance-oriented cultures, 46,   128–29, 130
                 49                       Serious play, 101–3
             Philips, 72, 153–55, 157     Serious Play (Schrage), 102
             Plant, 67–68, 87             Seriousness vs. playfulness,
             Plato, 6, 169                    101–4
             Power model, 11, 13–14, 15, 16,   “Servant as Leader, The”
                 52, 57                       (Greenleaf), 3, 4
             Present-oriented cultures, 127  Servant-leadership
             Principle-based approach, 31   back-to-basics style of, 15–16
             Push vs. pull, 22, 145–62      current management thinking,
               benchmark, 148                   7–8
               dilemma, 146–48              defi ned, 3
               problems and solutions, 148–60  different starting points, 55–56
               technology and market, 153–55  implementation of, 168–72
             Pyramid, rotating, 29–30, 51, 57  prominent companies using, 26
                                            theoretical foundation, 4–5
             Qing-Li-Fa model, 39, 178      tradition behind, 5–7
             Qualities. See Core qualities  unity and, 17–18
                                          Servant-Leadership Academy,
             Radar, 40–41                     185–86
             R&D, 86, 131, 134            Seven Habits of Highly Effective
             Randstad, 17–18                  People, The (Covey), 8
             Reconciled values, 73        Shantideva (Path of the
             Religious belief systems, 5–6    Bodhisattva), 6
             Reward systems, 84–86        Shareholders vs. society, 116–18
             Rival disciplines vs. agreement in the   Shell Laboratory, 65–66, 86, 136,
                 business plan, 87–89         139, 142
             Roosevelt, Franklin D., 53   Short term vs. long term, 22,
             Rules (better) through exceptions,   125–43
                 31                         benchmark, 132–34
             Rules vs. exceptions, 22, 59–75  dilemma, 126–31
               benchmark, 61–62             problems and solutions,
               dilemma, 60–61                   134–41
               problems and solutions, 62–69  Short-term and long-term vision,
                                              36–37
             Samsung, 72                  Siemens, 72
             SAS airlines, 51, 120        Singapore Airlines, 57, 122
             Schrage, Michael, 102–3      Smith, Adam, 91
             Schroeder, Gerhard, 150      Socrates, 167
             Schweitzer, Albert, 6        Sony, 72, 154, 157
             Self-realization, 9–10       Southwest Airlines, 26, 57, 122
             Sematech, 71, 72–73, 86      Specialist vs. Coordinator, 87–89
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