Page 280 - The Resilient Organization

Index 265

Leaders, Fools and Imposters M
(Kets de Vries), 51 Machiavelli, Niccolò, 10
Leadership, 83–96 Management and management
burden of, 89–91 practice:
commitment creep, 85–89 bias in, 201, 212
by hindsight, and strategic innovation, 218–220
failure, 16–17 institutional activism and knowl-
ideation, 91 edge, 191–197
organizational resilience building inventive experimentation, 201–204,
as antidote, 92–95 218–220
past experience influence, 85 portfolio of management innova-
sisu, 92 tions, reservoirs for change, 129
taking action, challenges of, priorities of, fallen eagle vs.
90–91 reality, 4
(See also Institutional activism; research, impact and consequences
Management and management of, 235–236
practice) structural robustness, 105
Lead-user experiments, 220 (See also Leadership)
Learning by doing and trying, inven- “Of Managers, Ideas, and Jesters”
tive experimentation, 208–210 (Sevón and Välikangas), 118, 231
Learning from failure, as challenge, “Managers Who Can Transform
innovation trauma with Institutions in Their Firms:
Sun Ray, 63, 65–68 Activism and the Practices That
Legitimacy, tests of resilience, 37–38 Stick” (Wood and Välikangas),
Leskinen, Juice, 54 183
Leverage, high resource, and Mann, Horace, 21, 213
resourcefulness, 99–100 March, James G. “Jim,” 31, 42, 58,
Leveson, Nancy, 7, 29 75, 87, 88, 161, 185, 191, 201,
Levinthal, Daniel A., 31, 58, 88, 201 209, 210, 211, 215, 220
Levy, Gus, 29 Market realities, strategic failure to
Lewin, Kurt, 202, 204, 215, 218 address, 14–15, 31–32
Liddel Hart, B. H., 35, 42, 101 Marketplace, amateur, innovation
Limits of knowledge, exposing, independence, 162
inventive experimentation, MBA education, 235–236
214–215 McCain, John, 171
Linux, 158 McKelvey, Bill, 16, 214
Logics that contribute to resilience, McNealy, Scott, 69, 71, 232
39–40 Media One, 145
Los Angeles Times, 7–8, 20 Mediocrity, as performance trap,
Losing control, fighting perception of, 52, 57–58, 76
as innovation trauma treatment, Mental dangers/seductions of high
74–75 success, 56
Low performance, as trap, 76 Mental models, reservoirs for change
Lucent Technologies, 234 (retail case study), 127–128
The Lunar Men (Uglow), 159 Merkel, Angela, 100
Luther, Martin, 7 Merlyn, Paul, 234