Beyond Performance 2.0, 2nd Edition

Index

A

• The Abilene Paradox, and Other Meditations on Management (Harvey), 70
• Able organizations, 73-74
• Accountability:
  • in ailing, able, and elite organizations, 74
  • in Brazil, 45
  • of change leaders, 224
  • with clear governance structure, 154
  • as organizational health outcome, 40
  • practices underpinning, 41
  • in reframing mindsets, 114
  • research underpinning, 49
  • of senior leaders, 212–213
  • senior leader's role in, 201
• Achmea, 155–156
• Act stage, 27–30, 151–179
  • energy generation in, 162–176
  • motivating through social contracts, 176–178
  • ownership model in, 152–161
• Adaptive skills, 137
• Adult learning cycle, 136
• Advance stage, 27–30, 181–194
  • ensuring fair process in, 191–193
  • leadership placement in, 186–191
  • learning infrastructure in, 183–186
• Agile, 158
• Ailing organizations, 73-74
• Akehurst, John, 205
• Ali, Muhammad, 84
• Alignment, 15-16
  • and organizational health elements, 15-16, 39–40, 73
  • for success of change programs, 35
  • top team, 209–210
• Al-Khalifa, Sheikh Mohammed bin Essa, 16
• Allaire, Paul, 133
• Allen, Natalie, 144
• American Association of Retired Persons (AARP), 177
• Amgen, 206
• Apple, 1, 80, 126, 221
• Architect stage, 27–30, 117–149
  • appealing to multiple sources of meaning, 146–148
  • bankable plan in, 119–126
  • influence levers in, 126–146
• Arden, Jacinda, 8
• Argus, Don, 16
• Ariely, Dan, 31, 71
• Aristotle, 156
• The Art of Possibility (Zander), 100
• Aspire stage, 26-27, 29-30, 61–90
  • health goals in, 72–86
  • involving broad coalition in, 86–89
  • strategic objectives in, 63–72
• Assess stage, 26–30, ...