Page 208 - Harnessing the Strengths
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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