Page 209 - Harnessing the Strengths

192 ■ Index

Specifi c vs. diffuse, 22, 109–24 Timmer, 154
benchmark, 112 Titanic, 158
dilemma, 110–11 Transactional leadership, 52–53
problems and solutions, 112–23 Transcultural organizations, 71–73
Split-second coordination, 129 Transformational leadership, 53
Starbucks, 26 Trial-and-error experiences, 54, 102
Status, 46–47, 49 Trompenaars, Fons (interview),
Success, 14, 39–40 177–86
Successive vs. parallel, 140–41 Trompenaars Hampden-Turner
Sullivan, John, 104 (THT), 25–26, 165, 174
Synchronic (parallel) notions of Trust, 8, 17
time, 129–30
Synectics, 68 Undermind, 137
Synovis, 26 Unilever, 55, 150
Universal criteria vs. unique ideas,
Tagore, Rabindranath, 6 66–68
Taking charge vs. adaptation,
158–59 Value differences, 19, 21–22
Talmud, 5 Van de Veer, Jeroen, 136
Tao Te Ching, 5 Vedior, 17–18
TDIndustries, 26, 34–35 Vicious circle, 150, 151–52
Team building Virgin airlines, 122
with creative individuals, 32–33 Virgin Companies, 53
reward system, 84–86 Virtuous circle, 150–51
Specialist vs. Coordinator, Vivendi, 150
87–89 Voerman, Ed (interview), 177–86
universal criteria vs. unique ideas,
66–68 Walt Disney corporation, 70–71
Teamworker vs. completer-fi nisher, Welch, Jack, 123
89–91 Weldon, William C., 136
Technical excellence vs. aesthetic Wesley, John, 5
appeal, 100–101 Willpower vs. discretion, 159–60
Teresa, Mother, 7 Wisdom, 169–70
Text vs. context, 114–15 Work vs. private life, 119–20
Thrust, 40–41 WorldCom, 142
Time. See Short term vs. long term
Time horizon, 131 Yosemite National Park, 131