Teaming for Quality

Table of contents

1. Cover Page
2. Title Page
3. Copyright Page
4. Dedication Page
5. Contents
6. Figures
7. Table
8. Introduction: Escaping Management Fads
   1. Purpose
   2. Perspective
   3. Merging Two Management Disciplines
   4. Author’s Approach
   5. Topics
9. Chapter 1: The Romance of Management
   1. Professional Fulfillment Hierarchy
   2. Work, Common Perspectives, and Change
   3. A Useful Philosophy Vocabulary
   4. Management as a Discipline
   5. The Nature of Process
   6. Philosophical Definitions of Quality and Project Management
   7. Philosophical Quality Management Definition
   8. First Principles and Shuster’s Laws of Management
   9. The Next Step
10. Chapter 2: Corporate Culture: The Alien’s Garden
    1. Relating Culture to Management
    2. Culture and Cultural Change as Abstract Ideas and Operational Entities
    3. Definitions of Management, Management Transformation, Culture, and Cultural Change
    4. The Key to Operationalizing the Concept of Culture
    5. The Logic of Management Transformation
    6. Organic versus Mechanical Systems
    7. A Pincer Envelopment Strategy for Cultural and Management Change
    8. Pincer Strategy Components
    9. Explaining the Levels of Analysis
    10. Explaining the Disciplines of Knowledge
    11. Resistance to Change: “There be Devils!”
11. Chapter 3: The Agony of Change
    1. Deming’s System of Profound Knowledge and Optimization
    2. Profound Knowledge, Moral Direction, Theory, and Education
    3. Education and Change
    4. The Way Out
12. Chapter 4: Quality and Project Management: Sibling Rivalry
    1. Primary Quality/Project Management References
    2. Management Siblings
    3. Quality/Project Management Incompatibilities
    4. Quality Management/Project Management Process Compatibilities
    5. Quality/Project Management Teaming Compatibilities
    6. Divergent and Convergent Thinking
    7. Order and Chaos: Partner in the New Management
    8. The Next Step
13. Chapter 5: Teaming Philosophy and Theory: The Process for Innovation and Consensus Model
    1. Foundation and Philosophy
    2. Perspective
    3. The Teaming Universe
    4. Approach
    5. The Process for Innovation and Consensus Model
    6. Process for Innovation and Consensus Phases, Stages, and Steps Analysis
    7. Satisficing: Achieving 100 Percent Consensus
14. Chapter 6: Putting Principles into Practice
    1. Failure and Fear
    2. Techniques Menu
    3. Cognitive and Affective Techniques
    4. Techniques Descriptions
    5. Conclusions
15. Chapter 7: Informal Teaming: Romance Revisited
    1. Doing It
    2. Personal Examples
    3. Reiteration
16. Appendix I: Shuster’s Laws of Management and Teaming
    1. Definitions
    2. Laws
17. Appendix II: System and Environment
    1. Stress: Risk, Uncertainty, and Change
    2. Systems Analysis
    3. System Inputs
    4. Implications
    5. The Quality-Survival Ladder
    6. Coming Full Circle, From People to People
18. Appendix III: Profound Loss and Five Stages of Grief: Elisabeth Kübler-Ross
    1. The Five Stages of Grief
    2. Organizational Change as a Healing Process
19. Appendix IV: Achieving 100 Percent Satisficing Consensus
    1. Vocabulary
    2. Competing Individual and Collective Interests in Group Decision-Making
    3. Process for Innovation and Consensus Voting Outcomes
    4. Principle to Practice
    5. Satisficing’s Inspiration
20. Appendix V: A Universal Employee Bill of Rights
    1. A Universal Employee Bill of Rights
21. Bibliography
    1. Selected References
    2. Quality and Project Management References