Оглавление
Fox Jason. How To Lead A Quest
About the Author
Gratitudes
Introduction
LEAD A QUEST
USING THIS BOOK
Part I. Default Thinking and the Kraken of Doom
1. The Anatomy of Default Thinking
PATTERNS
SYSTEMS
TEMPLATES
NORMS
PRECEDENTS
2. The Curse of Efficiency
THE PROGRESS DELUSION
TOO BUSY FOR STRATEGY
3. A Rainbow of Growth and Despair
THE DEFAULT GROWTH ARC
A QUICK NOTE ON STARTUPS
Summary
Part I
Part II. A Quest Beckons
4. An Alternative Option
A CALL TO ADVENTURE
CIRCUMVENTING THE KRAKEN
THE IMPORTANCE OF PIONEERING
PIONEERING THROUGH PARADOX
TO BUILD CONVICTION, WE MUST EMBRACE DOUBT
TO MAKE PROGRESS, WE MUST AVOID SUCCESS
NEW SUPERPOWERS AND THE BENEFIT OF THE DOUBT
AHOY THE INTRAPRENEUR!
5. Quest-Augmented Strategy
A FRAMEWORK FOR MEANINGFUL PROGRESS
‘CHANGE IS THE NEW NORMAL'
6. Here be Dragons
BYO LANTERN
DECOUPLE YOUR WORK FROM YOUR SELF
THE SIREN CALL OF SELF-SABOTAGE
IT'S DANGEROUS TO GO ALONE
WHAT IS THE RIGHT SIZE FOR A TEAM?
IF IN DOUBT …
Summary
Part II
Part III. Cultivating Options
7. An Intuitive Reckoning
WAIT, WHO ARE WE?
AND WHAT IS IT THAT WE DO, EXACTLY?
A CONTEXTUAL HUNCH
8. Intriguing Incoherence
COHERENCY IN CONTEXT
FINDING FUTURES
FACT OR FUTURE?
FRAMING FUTURES
NOTHING IS TRUE
SEEKING INCOHERENCE
9. Pathways of Possibility
A QUIVER OF OPTIONS
A GROWING ACUITY
IN ANTICIPATION OF CHOOKS
Summary
Part III
Part IV. Crafting Experiments
10. It's Not About Ideas
COMING UP WITH THE ‘BEST IDEA' IS THE WORST IDEA
A SCIENCE-BASED APPROACH
FORMING A HYPOTHESIS
IT'S ALSO NOT ABOUT SUCCESS
11. Planning to Fail
FAILURE, AND THE NINE LAYERS OF HELL
YOU WILL BE TESTED
12. Viable Alternative Options
PACKAGING INTELLIGENCE
COMMUNICATING IN FULL SPECTRUM
Summary
Part IV
Part V. Augmenting Strategy
13. Back to the Future
TOWARD COHERENCE
UNENRICHED STRATEGY
GET STRATEGIC ABOUT STRATEGY
14. Choosing to Choose
MAP YOUR OPTIONS
A BIAS TOWARDS BIAS
BEMUSING BIASES
STOP, START, SAVVY-UP
PICK A PATH
15. Strategy for Breakfast
BUT CHANGE IS GOOD, RIGHT?
NETWORKED ENTERPRISE GOODNESS
HYDRA DOMINATUS
THE BIGGER QUEST
IT NEEDS TO START SOMEWHERE
Summary
Part V
Part VI. Making Progress
16. Bimodal Beginnings
WORKING ACROSS TWO MODES
NEW TEAMS
FINITE GAMES
PROTECT AGAINST INFECTION
DIAL UP DIVERSITY
MAKE PROGRESS VISIBLE
SPREAD THE INFLUENCE
17. Meaningful Progress
FINDING A SENSE OF PROGRESS
AREAS OF RESPONSIBILITY
PROJECTS
18. Mission Impossible
MISSIONS SERVE A MUST
MISSIONS ARE FOCUSED
MISSIONS ARE FINITE
A FEW CAVEATS
Summary
Part VI
Part VII. Pioneering Culture
19. Lost in Translation
FROM CONCEPTUAL TO CONCRETE
STORYBOARDING STRATEGY TO CULTURE
KEYSTONE BEHAVIOURS
20. Structures, Artefacts and Rituals
STRUCTURES
ARTEFACTS
RITUALS
21. Contextual Momentum
RITUALS CHANGE THIS
MOMENTUM IN CONTEXT
YEARLY RITUALS
CHOOSE ‘ONE WORD'
QUARTERLY RITUALS
DAILY RITUALS
WEEKLY RITUALS
MONTHLY RITUALS
DECENNIAL RITUALS
Summary
Part VII
Conclusion
Index
Отрывок из книги
Dr Jason Fox is a motivation design specialist who shows forward-thinking leaders around the world how to unlock new progress and build for the future of work.
His clients include Fortune 500 companies such as Microsoft, PepsiCo, McDonalds and Beam Suntory, and other multinationals such as Toyota, Sony Playstation, Gartner, Telstra, Macquarie Group, Commonwealth Bank, Red Cross, Suncorp Group, Singtel Optus, Origin Energy, AMP, Xero, Bellroy and the International Institute of Research (along with a bunch of universities and other research institutions).
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But this is an incredibly simple example of a very small and agile thought-leadership practice. As things scale up, things get much more complex. Multinational corporations live on the other side of this spectrum, and need to embrace a broader mix of systems in order to coordinate efforts on a global scale. These may include systems for performance reviews and compliance, inductions and on-boarding, communications, professional development, succession, distribution, legal considerations and disputes, and so on.
And these systems work too – 80 per cent of the time. Until the world changes and they become irrelevant.8 In these cases, fortune favours those who are able to adapt to new systems. But this only happens if we have viable alternative options beyond the default.
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