Index
Karen Jaw-Madson
(Co.- Design of Work Experience, USA)
ISBN: 978-1-78743-899-6, eISBN: 978-1-78743-898-9
Publication date: 14 June 2018
This content is currently only available as a PDF
Citation
Jaw-Madson, K. (2018), "Index", Culture Your Culture, Emerald Publishing Limited, Leeds, pp. 241-251. https://doi.org/10.1108/978-1-78743-898-920181020
Publisher
:Emerald Publishing Limited
Copyright © Karen Jaw-Madson
INDEX
Accountability
, 29, 41, 53, 148, 153, 155, 174, 181, 182, 190
Accountable
, 54, 62, 83, 137, 181, 182, 191, 224
Acqui-hiring
, 9
Actions
, 55–57
After action reviews (AARs)
, 62, 170
Agility
, 26, 27, 170, 181, 191, 197, 214
Alchemist, The (Paulo Coehlo)
, 34
Anthropology/Anthropologists
, 32, 33, 41, 42, 71
Apple iPhone
Siri feature
, 123
Appreciative Inquiry (AI)
, 33, 90, 91, 115
4-D Model
, 40
Summit
, 115, 144, 188
Summit agenda
, 145, 227
Assumptions
, 37, 41, 69, 81, 88, 205, 209, 215, 220
Barometer
, 78, 171
Beginner’s mindset
, 84
Best Interface is No Interface, The (Golden Krishna)
, 9
Best practices
, 9–10, 151
Big, Hairy Audacious Goals (BHAGs)
, 29–30
Bird by Bird (Anne Lamott)
, 4
Blame
, 29, 191
Blind spots
, 90, 123–124, 131
Boomerang hires
, 9
Brainstorm
, 111–119
finishing
, 119
guidelines for
, 114
mindmap
, 117
potential pitfalls
, 118–119
setup and warm up
, 113–116
Brand(s)/branding
, 19, 21, 37, 42, 88, 116, 151, 186, 197, 202
Brown, Brené
, 26–27, 29
Brown, Sunni
, 94
Brown, Tim
, 102, 121
Burke, W. Warner
, 214
Burke–Litwin Causal Model of Organization Performance and Change
, 135, 146, 192, 214–216
Business factors
, 10–13, 70, 81, 98, 99, 133, 136, 205
CAPABILITY
, 24
individual and team
, 25, 57, 59, 112, 117, 123, 154, 166
organizational
, 21, 147, 197, 201, 213
Carroll, Pete
, 135
CHANGE
, 24, 42, 140, 142
see also PLAN phase; IMPLEMENT phase
Change
, 3, 9, 39, 140, 196
adoption
, 41, 149, 156, 224
agents
, 29, 53, 55, 159, 214, 223
culture/culture change
, 12–13, 39
experience(s)
, 144, 148, 155, 159, 214
fatigue
, 156
inevitability of
, 14
learning and
, 26, 219
narrative
, 150, 175, 177, 178, 182, 225
need for
, 96
pace of
, 146
readiness
, 144–145, 153, 198
real/genuine
, 3, 28, 66, 113, 140, 151, 188
resistance to
, 180, 191, 217–218
Change management
, 30, 33, 42, 138, 173, 175, 218–226
engagement
, 221–224
learning
, 219–221
transformative communication
, 224–225
Change Primer
, 138, 140, 146, 148, 149, 154, 156, 170, 176, 213–226
Charters
, 61, 79, 203
Christensen, Clayton
, 39
Coaching
, 29, 53, 152, 196
Co-creation
, 21, 24, 27, 32, 41, 105
barriers
, 39
Co-design
, 8, 28, 40, 145, 188
Coehlo, Paulo
, 34
Collaboration
, 8, 21, 27, 29, 41, 54, 58, 59, 84, 101, 105, 114, 160, 196, 220
discouraging
, 39
Commitment(s)
, 26, 27, 29, 38, 53, 61, 62, 136–137, 140, 148, 151, 154, 160, 171, 181, 182, 187, 190, 202, 211, 221, 222, 224
lack of
, 190, 191
Communicate
individual
, 154
organization
, 150–152, 224–225
team
, 153
Communication
, 33, 181, 224–225
change
, 141, 149–152, 153, 154, 156
channels
, 169
communicating the DOWE initiative
, 74, 131, 183
expectations
, 171
function
, 159
visuals
, 66, 88, 92–96, 128, 137, 157, 159
Compelling Experiences Map
, 94
Compensation and benefits
, 194
Competency libraries
, 148
Conditions, setting the
, 38
Confidentiality
, 74, 75
Conflict
, 47, 61, 62, 149, 159, 171, 196, 214, 222
Connecting/connection(s)
, 17–18, 85–86, 97
alignment and integration
, 91, 116, 140, 148, 156, 225
connecting people
, 1, 37, 59, 68, 155, 171, 224
connecting the organization
, 27, 99
connectors
, 53, 88, 160
discovering/finding/forging connections
, 26, 32, 41, 48, 81, 85–86, 117, 122, 135, 181, 220
empathy
, 27
feeling
, 227
innovation and DOWE
, 112–114
network
, 32, 44–45
Context
changing or building
, 24, 68, 189, 213, 215
components of
, 10–13, 70
customizing to
, 14, 58, 146, 187, 213
future
, 148, 168
studying and understanding
, 23, 24, 39, 41, 65, 71, 81–82, 86, 177, 181, 213, 217, 226
tying back to
, 133
uniqueness of
, 23, 44, 87, 115
Continuous improvement
, 33, 53, 105, 189
see also Iteration
Cool Infographics (Randy Krum)
, 94
Cooperrider, David
, 3, 91, 225
Core design team
charter
, 61, 79, 203
dynamics
, 41, 48, 56, 60, 61–62, 65–66, 77, 102, 103–104, 165, 171
reason for separate
, 25, 38–39
role of
, 53
selection of
, 57–58
success, setting conditions for
, 58–60
see also DOWE-Rs
Core Design Team Members: see DOWE-Rs
CREATE & LEARN phase
, 41–42, 43, 103–125, 137
brainstorm
, 111–119
experiencing
, 124–125
explore
, 108–110
overview of
, 105–107
play
, 120–124
see also Explore; Brainstorm; Play
Creativity
applying or using
, 5, 21, 105, 190
encouraging or fueling
, 59, 112, 113, 125, 134, 153
and innovation
, 112
learning and
, 122
underutilized skill
, 124
Criteria
, 97–101
decision making and
, 42, 128, 133
definition of
, 98
development of
, 98–101, 188
articulating
, 99
documenting
, 205, 207, 227
employee
, 100
importance of
, 98
organization
, 100
Cross, Nigel
, 116
Cultural artifacts
, 10, 42, 117
Cultural islands
, 39
Culture
, 10–11
2015 Columbia and Duke Study
, 8
building
, 2
changing
, 12, 21, 39, 41, 166, 169, 181
committee
, 58
counterculture
, 39, 48
erosion of
, 135
fit
, 102
importance of
, 29
infographics
, 93
integrative approach
, 31
jerks
, 30
lived experiences
, 7, 20
managing
, 2, 3, 9, 13, 186
market-proof
, 9
national
, 43
overt
, 28, 201
physical proof
, 117
showcasing
, 186–187
startup
, 22, 199
time/timing
, 188, 198
what is
, 1, 10–11
Culture Study
, 42, 52, 66, 69, 81, 88, 101, 182, 192, 198
sample table of contents
, 205
Customer Experience Management model
, 19
Data
anonymizing
, 74
bad/flawed
, 72, 73
collection
, 71
data-based decision making
, 128
intimacy with
, 83
lack of
, 20
measurement
, 175
qualitative
, 177–178
quantitative
, 176–177
sorting
, 76
storage
, 77
synthesizing
, 19, 81
see also Insights
visualization
, 94
De Bono, Edward
, 27
DECIDE phase
, 42, 43, 127–137
experiencing
, 137–138
overview of
, 127–128
prototype
, 129–131
select
, 132–137
see also Prototype; Select
Decisions/Decision-making
big and small
, 26
data-based
, 128, 189
deferring
, 23, 41, 47, 121
fear of failure
, 223
see also Satisficing
models and tools
, 128, 134, 168
see also RACI
personal/individual
, 137, 201
seeing through
, 56, 57
Deming, W. Edwards
, 26
Demographics
, 74
Design
, 17–20
definition of
, 17
DESIGN
, 24, 38–40
see also UNDERSTAND phase; CREATE & LEARN phase; DECIDE phase; PLAN phase
Design of Work Experience (DOWE)
approach
, 36–38
behaviors and practice of
, 25–28
agility
, 27
connection
, 27
empathy
, 26
iteration
, 26
learning
, 26
benefits of
, 21–23
caveats and clarifications
, 29–30
challenges
, 191
debating
, 43–44
definition/concept of
, 20, 52
empirical testing
, 44
entry points
, 187–188
expectations and agreement
, 52–63
experiencing DOWE
, 4, 201
foundations of
, 31–32
introduction of
, 2–5
leadership and
, 28–29
methodology
, 38–43
as multidisciplinary network
, 31–32, 33
origin of
, 1, 2–3
phases
CREATE & LEARN
, 103–125
DECIDE
, 127–137
IMPLEMENT
, 165–183
PLAN
, 139–163
UNDERSTAND
, 65–102
prerequisites
, 36
principles
, 32–36
inspirational
, 36
meaningful
, 35
mindful
, 34–35
purposeful
, 32, 34
process
, 23–25, 52
trusting in the DOWE process
, 4, 55, 121, 187
roles
DOWE team
, 53
employees
, 53
executive sponsors
, 53
targets
, 192–197
business strategy targets
, 193
capability, characteristics, or results
, 197
employment life cycle targets
, 194–195
interactions targets
, 196–197
team dynamics
, 53, 61–62
timing of
, 198–200
versatility of
, 22, 43
Design of Work Experience (DOWE) Initiative
assumptions and predictions
, 69
key questions
, 69
length of
, 188
milestones and sunset
, 62
pacing
, 47
pilot(s)
, 42, 130–131, 188
preparation
, 51–63
purpose and scope
, 68–69
Design Thinking
, 19, 20, 37, 39
Design Thinking (Nigel Cross)
, 116
Designing for Growth Field Book, The (Liedtka, Ogilvie, and Brozenske)
, 71
Devil’s Advocate
, 43, 106, 113
Differentiate/Differentiation
, 2, 10, 14
Diversity
in organizations
, 43, 69, 196
within team
, 56, 58, 61, 62, 104, 105, 153, 220
DOWE-Rs
behaviors and actions
, 55–57
capabilities
, 82
commitment
, 136–137
definition
, 52
experience doing DOWE
, 48, 102, 106
experiencing CREATE & LEARN
, 124–125
experiencing DECIDE
, 137
experiencing IMPLEMENT
, 183
experiencing PLAN
, 163
experiencing UNDERSTAND
, 101–102
as experts
, 27, 92, 168, 181, 217
mindset
, 55, 70, 106
qualifications
, 20–21
as researchers
, 83
responsibilities
, 25, 38, 47, 54–57, 106, 121, 140, 169, 223
see also Core Design Team
Drucker, Peter F.
, 104
Duke University
, 8
Early Adopters (EA’rs)
, 53, 59, 159, 169
Emotional journey
, 149
Empathy
, 26–27, 37, 83
Empathy Map
, 94, 95
Empirical testing
, 44
Employee(s)
as co-designers
, 130
commitment
, 190, 221
decisions
, 147, 171, 173
former
, 75
point of view
, 70, 81, 82, 83, 98, 122, 191
roles and responsibilities
, 38, 53, 54
Employee criteria
, 100, 128, 133
Employee engagement
, 148, 187, 195, 221, 223
Employee experience
, 19, 20, 70, 82
Employee (user) research: see User (employee) research
Employment Life Cycle DOWE targets
, 194–195
Empowerment
, 32, 154, 189, 220
Engage
individual
, 155, 224
organization
, 149, 221–223
team
, 153, 223–224
ENGAGEMENT
, 24, 38
Environment
, 1, 11, 30, 36, 37, 177
built
, 41, 114, 117
external
, 10, 147, 216
healthy
, 171
learning
, 56, 112, 154
native
, 41, 73
new
, 156
right
, 1, 57, 219
safe
, 56, 73, 75, 119, 149
Executive sponsors
, 25, 53–54, 57, 58, 59–60, 68, 74, 101, 130, 136, 137, 148, 160, 165, 168
see also Leaders, Leadership
Experience map
, 94–95, 116, 136, 148, 155
Experience(s)
, 1, 7, 11, 14, 18, 19, 34, 37–38, 52, 82, 188, 191, 192
alumni experience
, 75
branded experience
, 186, 202
change experience
, 144, 149, 159, 178
experience within an experience
, 55
extraordinary
, 27, 140–142, 202
interpretation of
, 38, 83, 177
shared experience
, 60, 124, 191
touchpoints
, 94, 149, 152
Experience Team
, 186
Explore
, 108–110
Failure
, 123, 136, 178, 191, 222
comfort level with
, 105
during change
, 222
fear of
, 105, 113, 223
inaction
, 9, 14, 29, 191
in learning
, 48, 106, 147
of understanding
, 47
Feedback
, 11, 29, 48, 53, 54, 73, 79, 81, 136, 149, 153, 155, 170, 181, 196, 199, 217, 220, 221
Flow
, 36, 114, 119
Flow charts
, 128
Focus groups
, 72
Franklin, Benjamin
, 29
Freeze, unfreeze: see Unfreeze, freeze
Future of Work
, 8, 9
Gig economy
, 8
Good Work (E.F. Schumacher)
, 35
Growth plans
, 193
Hackathon(s)
, 21, 41
Hackman, J. Richard
, 152
Happiness vs. meaning
, 35
Human Walking Program
, 89
I am a Tree
, 115–116
IKEA effect
, 3
IMPLEMENT phase
, 43, 165–183
experiencing
, 183
manage
, 167–172
measure
, 173–178
overview of
, 165–166
sustain
, 178–180
see also Manage; Measure; and Sustain
Improvisation
, 36, 106
Improv Wisdom (Patricia Ryan Madson)
, 106, 154
Incubators
, 39
Individual (level)
communicate
, 155
engage
, 155, 224
learn
, 154–155, 220–221
manage
, 171–172
Infographics
, 92–94
Informal and Incidental Learning Model, Marsick & Watkins
, 78–79
Initiative
challenges of
, 189–191
selecting
, 192–197
timing of
, 198–200
worthiness of
, 186–188
Innovation
, 112, 113, 121, 168, 189
case study
, 8
as a corporate value or capability
, 187, 197
definition
, 17
encouraging
, 153
open
, 9, 21, 112
Innovator’s Dilemma, The (Clayton Christensen)
, 39
Insights
, 80–91
building mindset
, 83–84
definition of
, 81–82
development of
, 85–86
examples of
, 87
using
, 88–96
Inspire/inspiration
, 36, 77, 114, 186, 221
leading to
, 28, 53
Integrate/Integration/Integrative
, 31, 47, 180
DOWE
, 22, 81, 117, 135, 151, 157, 175, 176, 178, 183, 187, 216, 225
Interaction(s)
, 19, 135, 220
between people
, 14
DOWE targets
, 52, 195–197
during CHANGE
, 144, 149, 150, 154, 155, 176, 177, 182, 220, 221
as part of context
, 10–11
social
, 60
with users
, 54, 70, 71, 72, 73, 74, 75–77, 84, 130, 131
within experiences
, 19, 38, 140
Intuition/Intuitive
, 48, 81–83, 145, 190
Investment portfolio
, 2
Iteration
, 26, 52, 88, 90, 98, 102, 105, 119, 124, 130, 145
Jillette, Penn
, 110
Job satisfaction
, 7, 222
Journey Map: see Experience map
Judgment
, 78, 85
deferring
, 56, 114, 119
rushed
, 34
without
, 26, 34, 79, 84, 113, 122
Kelley, Tom
, 84, 150
Key questions
, 69
Kickoff
, 60–61
Kolko, Jon
, 85
Krishna, Golden
, 9, 105–106
Krum, Randy
, 94
Kumar, Vijay
, 37, 71, 87
Lamott, Anne
, 4, 106, 125
Leaders, manage
, 168
Leadership
, 196
buy-in and commitment
, 182, 187, 202
delegating
, 136
poor
, 180, 191
responsibilities on behalf of the organization
, 57
role of
, 28–29, 36–37, 44
values-based
, 30
work generated by
, 10
see also Executive sponsors
Learn
individual
, 154, 220–221
organization
, 147–148, 219–220
team
, 152, 220
Learning by doing
, 55, 83–84
Learning model, Marsick and Watkin’s, Incidental and Informal
, 78–79
Learning Style(s)
accommodating different
, 154
assessment
, 154
awareness of
, 221
using different
, 26
Lewin, Kurt
, 39, 215, 219
Lewis, Thomas
, 14
Liedtka, Jeanne
, 20, 71
Line of Sight
, 157, 158
Lominger
, 148
Long Term Strategies
, 193
Lost Dogs Home
, 89
Madson, Patricia Ryan
, 106
Manage
, 167–172
action plans for
, 159–160
individuals
, 171
leaders
, 168
organization
, 168–170
team
, 170–171
Managers/management
, 13, 28–29, 53, 154, 155, 166, 176, 196, 223
Marketing/marketing research
, 21, 42, 71, 88, 109, 151, 152
Market-proof culture
, 9
Marshmallow Challenge
, 121
Marsick, Victoria J.
, 78–79
Martinville, Édouard-Léon Scott de
, 123
Maturity levels, integration of
, 157
Maturity models
, 146, 181
McCracken, Grant
, 151
McGaugh Hall, UC Irvine
, 18
Meaning/Meaningful/Meaningfulness
, 37, 186
and purpose
, 32
connecting
, 17
managing meaning
, 168
meaningful communications
, 152, 224
meaningful experiences/interactions
, 14, 20, 29, 71, 137, 148, 181, 219, 221
meaningful principle
, 35
meaningful/meaning in change/impact
, 24, 49, 102, 140, 153, 155, 175, 189, 190, 220
meaningful relationships
, 20
meaningful work
, 202
meaningless routines
, 135
measure meaning
, 177
subtracts./lacks meaning
, 47, 176, 188
Meaning-making
, 77, 155, 181, 217, 219, 223, 225
Measure
, 174–178
choosing measurements
, 175–176
qualitative
, 177–178
quantitative
, 176–177
Mergers and acquisitions
, 187, 188, 193, 200
Merlin exercise
, 145
Methods/methodology
creating new methods
, 43
of DOWE
, 38–41, 52, 188
incorporating
, 43
matching users to
, 75
selecting
, 70–74, 176
Milestones
, 62, 91, 136, 146, 159, 182
Mindful, Mindfulness
, 34–35, 74, 77, 169, 170, 183, 190, 200
forgetting
, 124
Mindmaps/mindmapping
, 33, 116–117, 136
Mindset
Design
, 18–19
DOWE
, 55, 106, 147
insight building
, 83–84
reframing
, 88, 190
with users
, 70
Misperceptions
, 74, 106, 149
Mission
, 10, 22, 30, 193, 198, 216, 221
Multidisciplinary network
, 31–32
Need, common
, 7–15
New hires
, 75, 155, 194
New markets
, 193
Oech, Roger von
, 122, 210
Off-boarding
, 195
Onboarding
, 194
101 Design Methods (Vijay Kumar)
, 71
Operations
, 193
Organization (level)
, 147–148
communicate
, 149–152, 224–225
engage
, 148–149, 221–223
learn
, 148, 219–220
Organizational capability
designing for
, 197
as strength
, 21
Organizational change: see Change
Organizational Culture and Leadership (Edgar Schein)
, 11
Organization design
, 193
Organizational entropy
, 180
Organizational snipers
, 191
Organization criteria
, 100
Organization responsibilities
, 57
Parallel working
, 116
Participatory design
, 38, 41
Passion
project(s)
, 58, 123
as value
, 30
People & Context
, 38, 61, 67–79, 192
early assumptions identification and key questions
, 69
interacting with users
, 75–77
planning user research
, 71–74
purpose and scope, aligning
, 68–69
self-understanding
, 77–79
user research preview
, 70–71
user selection
, 74–75
Performance management
, 3, 183, 194
Permission
, 115, 150, 176
Personal Construct Theory
, 37–38
Personalization
, 221
Personas
, 109, 122, 131, 151
Phenomenology
, 37, 41
Pilot(s)
, 42, 49, 53, 130, 131, 188
Planning user research
, 71–74
PLAN phase
, 139–163
experiencing
, 163
how to
, 145–162
overview
, 139–142
roadmap matrix
, 141, 155, 156
successful planning
, 163
Plateaus
, 156
Play
, 120–124
serious
, 122–124
POV range
, 162
Principles
, 22
DOWE
, 32–36
inspirational
, 36
meaningful
, 35
mindful
, 34–35
purposeful
, 32, 34
operating
, 61, 203
Problem solving
, 26
Project management
, 160
Prototype
, 129–131
Provocative proposition
, 81, 90–92, 182, 191, 205, 227
chart
, 92
Psychological safety
, 73, 119, 148, 149, 153, 171, 222–223
Purpose of DOWE Initiative
, 68–69, 118, 150, 183, 190, 203, 205
Purposeful
, 32, 34
Qualitative and quantitative research
, 72
Qualitative measurement
, 176–177
Quantitative measurement
, 175–176
RACI
, 160, 161, 168
action plan template with
, 161
Recognition
, 62, 155, 183, 194, 222
Recruitment
, 194
Reflect/reflection
, 77–79, 84, 86, 102, 113, 125, 156, 170, 178, 220
Reframe/reframing
, 39, 88, 123, 125, 182, 205
effect of
, 89–90
Relationships
, 14, 19, 27, 37, 85, 88
working
, 20, 21, 61, 102, 109, 124, 137
Resistance
, 144, 149, 171, 173, 180, 191, 217–218
Resources
capabilities
, 222
for change and engagement
, 140, 148, 150, 153, 154, 156, 159, 168, 171, 182, 221–226
for DOWE initiative
, 39, 57, 58, 59, 72, 136, 170, 187, 188
emotional well-being
, 222
internal
, 19
waste of
, 34, 90
Retirement
, 28, 192, 195
Roadmap
, 143–145
action plans for
, 159–160
ideas
, 147–155
matrix
, 141, 155
reviewing/revisiting
, 181, 182
Roadmap and Action Plans
, 42, 142, 143, 145, 146, 157, 159, 160
Rockwell, Norman
, 125
Rotman School of Design
, 17
Satisficing
, 47, 119
Schein, Edgar
, 11
Schmitt, Bernd
, 19
Schumacher, E.F.
, 35
Scope, aligning
, 68–69
Seattle Seahawks
, 135
Select
, 132–137
constraints
, 133–134
using constraints
, 134–137
Self-awareness, individual
, 60, 62, 77–79, 154, 171, 178, 220
Self-awareness, organizational
, 65–66
Self-awareness, team
, 60, 66
Self-limitation, self-consciousness
, 106, 116, 118, 134
Self-understanding
, 77–79
Senge, Peter
, 10, 149
Serious play
, 122–124
Social contract(s)
, 51, 115, 200, 215
Sorting
, 59
brainstorm
, 114
data
, 76–77
insights
, 85, 86
play
, 121–122
select
, 134
users
, 74
Space
mental
, 39, 53, 59, 114
physical working/workspace
, 8, 53, 59, 113, 197
virtual working
, 8, 59, 109
Spaghetti diagram
, 95, 96
Stimulus
, 2, 59, 109
Stimulus package
, 122, 209–210
Storytelling
, 5, 122, 150, 177, 178, 225
Strategy and Design Blueprint
, 42, 52–53, 106, 125, 136, 137, 139, 143–145, 148, 151, 155, 157, 159, 163, 170, 171, 181
sample table of contents
, 207
Strengths
, 20, 21–22, 24, 52, 55, 56, 57, 61, 66, 91, 92, 117, 123, 144, 166, 183, 190, 219, 227
Succession
, 195
Sunset
, 62
Superbowl XLIX
, 135
Surround Sound Marketing
, 152
Survey Quality Predictor
, 72
Surveys
, 8, 10, 72, 176, 221
Sustain
, 178–180
deployment
, 180–183
why Sustain
, 179–181
Systems thinking
, 11, 37
Talent development
, 195
Talent management
, 2, 57, 69, 192, 195
Team (level)
, 152–153
Communicate
, 153–154
Engage
, 153, 223–224
Learn
, 153, 220
Team charter template
, 203
Team covenants
, 61, 79
Team, DOWE: see Core Design Team; DOWE-Rs
Team dynamics
, 153, 181, 196
DOWE team
, 41, 48, 56, 60, 61–62, 65–66, 77, 102, 103–104, 165, 171
Transformative communication
, 224–225
Transitions
, 195
Transparency
, 35, 176, 197
Trust
, 4, 125
building
, 40, 75, 149, 160, 221
DOWE Process
, 55, 121, 187
DOWE Team
, 81, 102, 116, 137, 169
leaders
, 28
Turnaround
, 193
UNDERSTAND phase
, 35, 40–41, 65–102
criteria
, 97–101
experiencing
, 101–102
insights
, 80–96
overview of
, 65–66
people & context
, 67–79
Unfreeze, freeze
, 215, 217
Unintended benefits
, 123, 160–162, 175, 214
Unintended consequences
, 135, 160–162, 217
User (employee) research
, 2, 53, 59, 60, 70, 162, 177, 181, 188, 189, 205
interacting with users
, 75–77
planning
, 71–74
preview
, 70–71
selecting
, 74–75
Users, Extreme
, 86, 162, 205
Validate/validation/revalidate
, 26, 31, 39, 41, 60, 79, 81, 88, 146, 148, 162
Value(s)
, 7, 10, 22, 30, 34, 35, 116–117, 134, 185, 187, 190, 193, 198, 201, 221, 227
Values-based leadership
, 30
Value proposition
, 27
Virtual working space
, 8, 59, 109
Visuals
, 66, 88, 92–96, 128, 157, 159
Infographics
, 92–94
Watkins, Karen E.
, 78, 79
We-feeling
, 224
Whack Pack
, 122–123, 210
Wiseman, Theresa
, 26
Word cloud/wordle
, 201
Work Experience(s): see Experience(s)
Workforce planning
, 195
Work-life balance/conflicts
, 197
Work streams
, 157–158, 159
Wright, Frank Lloyd
, 18
Wujec, Tom
, 121
- Prelims
- Introduction
- Chapter 1 A Common Need
- Chapter 2 Enter DOWE
- Chapter 3 DOWE Deconstructed
- Introduction to How-To
- Chapter 4 DOWE Prep
- Chapter 5 Understand
- Chapter 6 Create & Learn
- Chapter 7 Decide
- Chapter 8 Plan
- Chapter 9 Implement
- Chapter 10 Finding Your Initiative
- Appendix A: Sample Team Charter Template
- Appendix B: Culture Study Sample Table of Contents
- Appendix C: Strategy and Design Blueprint Sample Table of Contents
- Appendix D: The Stimulus Package
- Appendix E: Commitment Template
- Appendix F: Change Primer
- Appendix G: Sample Appreciative Inquiry (AI) Summit Agenda
- References
- Index