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| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119578666 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4012 |
| Item number |
MOR |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Morrison, Edward |
| 245 ## - TITLE STATEMENT |
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| Title |
Strategic doing: ten skills for agile leadership |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc. |
John Wiley & Sons, Inc. |
| Place of publication, distribution, etc. |
New Jersey |
| Date of publication, distribution, etc. |
2019 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xxx, 194 p. |
| 365 ## - TRADE PRICE |
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| Price type code |
USD |
| Price amount |
27.95 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
TABLE OF CONTENTS<br/>Foreword xv<br/><br/>Introduction xvii<br/><br/>Our Promise xix<br/><br/>Why Are We Confident? The Backstory of Our Work xx<br/><br/>Our Current Work xxiii<br/><br/>Your Guides for This Book xxv<br/><br/>Why This Book? xxvii<br/><br/>Our Credo xxix<br/><br/>Postscript xxix<br/><br/>Note xxx<br/><br/>Chapter 1 You Are Here 1<br/><br/>The Challenges We Face 3<br/><br/>What, Exactly, Has Changed? 7<br/><br/>The S-Curve 15<br/><br/>The Changes We Need to Make 17<br/><br/>Notes 25<br/><br/>Chapter 2 Create and Maintain a Safe Space for Deep, Focused Conversation (Skill 1) 27<br/><br/>Deep Conversations 29<br/><br/>Focused Conversations 30<br/><br/>Deep, Focused Group Conversations 31<br/><br/>Putting the Skill to Work: The Agile Leader as Conversation Guide 35<br/><br/>Case Study: Setting the Stage for Deep Conversations in Flint 36<br/><br/>Note 37<br/><br/>Chapter 3 Frame the Conversation with the Right Question (Skill 2) 39<br/><br/>Adaptive Leadership: One Question, Many Answers 42<br/><br/>Appreciative Questions 44<br/><br/>Developing Questions to Frame Conversations 46<br/><br/>Putting the Skill to Work: The Agile Leader as Questioner 48<br/><br/>Case Study: Reframing the Question at a Community Institution in Rockford 49<br/><br/>Note 51<br/><br/>Chapter 4 Identify Your Assets, Including the Hidden Ones (Skill 3) 53<br/><br/>Assets 56<br/><br/>Guidelines for Identifying Assets 58<br/><br/>Hidden Assets 59<br/><br/>Assets Are Starting Points 59<br/><br/>Putting the Skill to Work: The Agile Leader as Inventory Taker 60<br/><br/>Case Study: Reimagining an IT Department 61<br/><br/>Note 63<br/><br/>Chapter 5 Link and Leverage Assets to Identify New Opportunities (Skill 4) 65<br/><br/>Linking and Leveraging Assets to Innovate 67<br/><br/>Linking and Leveraging Assets Force Us to Think Horizontally 70<br/><br/>Developing Your Ability to Think Horizontally 71<br/><br/>Guiding a Group to Think Horizontally 73<br/><br/>Putting the Skill to Work: The Agile Leader as Connector 74<br/><br/>Case Study: Linking and Leveraging Assets to Build a Cutting-Edge Industry Cluster 75<br/><br/>Note 76<br/><br/>Chapter 6 Look for the “Big Easy” (Skill 5) 77<br/><br/>Decision-Making Methodologies 79<br/><br/>The 2×2 Matrix 81<br/><br/>Dealing with Doubts and Doubters 85<br/><br/>Putting the Skill to Work: The Agile Leader as Prioritizer 86<br/><br/>Case Study: Finding a Way to Jump-Start New Economic Activity 87<br/><br/>Chapter 7 Convert Your Ideas to Outcomes with Measurable Characteristics (Skill 6) 89<br/><br/>Great Ideas Lie Below the Surface 92<br/><br/>Three Questions to Ask 93<br/><br/>Measuring 96<br/><br/>Putting the Skill to Work: The Agile Leader as Dreamcatcher 98<br/><br/>Case Study: Using Metrics to Spur New Workforce Development Strategies in Kokomo 99<br/><br/>Chapter 8 Start Slowly to Go Fast – But Start (Skill 7) 103<br/><br/>Launching Your Learning 106<br/><br/>Qualities of a Good Starting Project 108<br/><br/>Keeping the Team on Track 109<br/><br/>What Next? 110<br/><br/>Putting the Skill to Work: The Agile Leader as Experimenter 111<br/><br/>Case Study: Overcoming the Academic Bureaucracy with Small Wins 112<br/><br/>Chapter 9 Draft Short-Term Action Plans That Include Everyone (Skill 8) 115<br/><br/>Shared Leadership 117<br/><br/>Action Plans for Shared Leadership 119<br/><br/>Micro-Commitments Build Trust 119<br/><br/>Putting the Skill to Work: The Agile Leader as Deal-Closer 121<br/><br/>Case Study: Taking Collective Action to Develop a Hub for Community Health 123<br/><br/>Chapter 10 Set 30/30 Meetings to Review, Learn, and Adjust (Skill 9) 125<br/><br/>Learning Loops 127<br/><br/>Building New Habits 128<br/><br/>Putting the Skill to Work: The Agile Leader as Convener 130<br/><br/>Case Study: Helping a Music Capital Pen Its Next Hits 131<br/><br/>Chapter 11 Nudge, Connect, and Promote to Reinforce New Habits (Skill 10) 133<br/><br/>Nudging 136<br/><br/>Connecting 138<br/><br/>Promoting 140<br/><br/>Putting the Skill to Work: The Agile Leader as Chief Doing Officer 141<br/><br/>Case Study: Turning Micro-Commitments into Larger Innovations 143<br/><br/>Chapter 12 Ten Skills. Got It. Now What? 147<br/><br/>Putting It All Together: Strategic Doing 153<br/><br/>Using Strategic Doing as an Individual 156<br/><br/>Using Strategic Doing in a Small Group 157<br/><br/>Using Strategic Doing with a Large Initiative 159<br/><br/>Final Thoughts 162<br/><br/>Learn More 163<br/><br/>Bibliography 179<br/><br/>Acknowledgments 185<br/><br/>About the Authors 187<br/><br/>Index 189 |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
DESCRIPTION<br/>Ten skills for agile leadership<br/><br/>Complex challenges are all around us—they impact our companies, our communities, and our planet. This complexity and the emergence of networks is changing the practice of strategic management. Today’s leaders need to understand how to design and guide complex collaborations to accelerate innovation and change—collaborations that cross boundaries both inside and outside organizations.<br/><br/>Strategic Doing introduces you to the new disciplines of agile strategy and collaborative leadership. You’ll learn how to design and guide complex collaborations by following a discipline of simple rules that you won’t find anywhere else.<br/><br/> • Unleash the power of true collaboration<br/><br/>• Learn and master the 10 skills of agile leadership<br/><br/>• Apply individual skills to targeted situations<br/><br/>• Introduces a new discipline of leadership strategy<br/><br/>Filled with compelling case studies, Strategic Doing outlines a new discipline of leadership strategy specifically designed for open, loosely-connected networks. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Public-private sector cooperation |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Strategic alliances (Business) |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Business networks |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Hutcheson, Scott |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Franklin, Nancy |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |