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Index 267

Organizational resilience: mediocrity, 52, 57–58, 76
building blocks, 81, 92, 99–110 organizational decline, 52–53
creating, implications for, Dean for past performance, managing toxic
America, 179–180 consequences of, 47, 51–53
vs. leadership resilience, 92–95 tips to overcome past performance,
Organizational systems, and opera- 59–60
tional resilience, 29 very low performance, 52, 58–60
Outliers: Philosophy, Innovation Democracy,
defined, 117 115–116
conditions, high success as, 53–54 Physical prototype experiments, 221
Outliers (Gladwell), 53 Pirate Party, 180
Overlearning, 231 Planning, fallen eagle vs. reality, 4
Oxford English Dictionary, 178 Plato, 201
Polaroid, 14–15, 31
P Political challenge, structural
Papadopoulos, Greg, 75 robustness, 106
Parts vs. whole and resilience, 25–44 Political dangers/seductions of high
characteristics of resilience, 28 success, 56
human fallibility, 40–43 Popper, Karl, 218, 237
operational resilience, role of, 29–32 Porter, Michael, 186, 235
performance assessment, 40 Portfolio of management innovations,
sustainability, 32–33 reservoirs for change, 129
tests of, 33–40 Positive psychology, 154
unit of resilience, 27–29 Postcards:
Pascale, Richard, 16, 86 1. innovation independence, 154,
Past performance: 155–163
“arrested decay,” 76–77, 78 2. crowdsourcing and open organiz-
complacency, 76 ing, 154, 165–180
disengaging from failure, as innova- 3. institutional activism, 154,
tion trauma treatment, 73 181–197
influence on leadership, 85 4. inventive experimentation, 154,
innovation trauma (Sun Ray case 199–221
study), 61–75 (See also Case studies)
managing toxic consequences of, Postmortem workshops, as innovation
47, 51–53 trauma treatment, 73–74
as threat to resilience, 76–77 Posttraumatic disorder, innovation
traps (see Performance traps) trauma, 64, 65, 68–70
Performance: Power law distribution, 16
assessment of, 40 Practice:
critical view on corporate, 40 of inventive experimentation,
past (see Past performance) 205–206, 211–213
and strategy, 14, 15 of management (see Management
Performance traps: and management practice)
complacency as, 76 and rehearsal (see Rehearsal)
defined, 31 Precommitments, reservoirs for
high success, 52, 53–57 change, 127–128