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001 9910461916103321
005 20200520144314.0
010   $a1-118-24004-9
010   $a1-280-59015-7
010   $a9786613619983
010   $a1-118-22680-1
035   $a(CKB)2670000000161629
035   $a(EBL)818131
035   $a(OCoLC)769289637
035   $a(SSID)ssj0000623287
035   $a(PQKBManifestationID)11407635
035   $a(PQKBTitleCode)TC0000623287
035   $a(PQKBWorkID)10647281
035   $a(PQKB)11643998
035   $a(MiAaPQ)EBC818131
035   $a(DLC)  2011052807
035   $a(CaSebORM)9781118173275
035   $a(Au-PeEL)EBL818131
035   $a(CaPaEBR)ebr10542594
035   $a(CaONFJC)MIL361998
035   $a(EXLCZ)992670000000161629
100   $a20111222d2012      uy             0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 14$aThe primes$b[electronic resource] $ehow any group can solve any problem /$fChris McGoff
205   $a1st edition
210   $aHoboken, N.J. $cWiley$dc2012
215   $a1 online resource (274 p.)
300   $aOn cover: "46 universal patterns of high performance."
311   $a1-118-17327-9 
320   $aIncludes bibliographical references and index.
327   $aThe Primes; Contents; Introduction; Part 1 Universal Patterns of Leading in Uncertain Times; Chapter 1 Being Clear on What's Really Important; LEADING; IN- ON; CHANGE versus TRANSFORMATION; Chapter 2 Being Intentional and Going First; INTEGRITY; TRUST the UNIVERSE; DECLARATION; Chapter 3 Enrolling Others; DYNAMIC INCOMPLETENESS; ENNOBLEMENT; POWER; Part 2 Universal Patterns of Powerful Alliances; Chapter 4 Gaining Shared Perspective; BLIND MEN and the ELEPHANT; LEVELS of PERSPECTIVE; S-CURVES; Chapter 5 Establishing Shared Intent; CORE PRIME; PARITY; STAKE; Chapter 6 Taking Coordinated Action
327   $aCOHESIONREDPOINT; MUDA; Part 3 Universal Patterns of Outstanding Group Performance; Chapter 7 Making Decisions; LEADERSHIP SPECTRUM; CONSENSUS; OPEN- CLOSE- DECIDE; Chapter 8 Building an Intentional Culture; CULTURE; CONGRUENCE; FEEDBACK as CARING; Chapter 9 Social Contracting and Accountability within the Group; REQUEST; TRUST; BREACH; Chapter 10 Saying and Not Saying;  Listening and Not Listening; PERIMETER; FACTS, STORIES, and BELIEFS; GOSSIP; Part 4 Universal Patterns of Group Failure; Chapter 11 Overcoming Resistance; LAGGARDS; FRAGMENTATION; SAME- DIFFERENT
327   $aChapter 12 Managing Intractable DilemmasBIG HAT- LITTLE HAT; RIGHT versus RIGHT; RESOLUTION PRINCIPLES; Chapter 13 Avoiding Tripping Hazards; CHASE- LOSE; PROCESS- CONTENT; SHAPE SHIFTING; Chapter 14 Refusing to Hide Out; VICTIM- LEADER; COURT- LOCKER ROOM; CONFUSION; Part 5 Universal Patterns of Thriving in Ambiguity; Chapter 15 Avoiding Bright and Shiny Objects and Squirrels; A CLEARING; ISSUES FORWARD; Chapter 16 Taking Great Care of Yourself; COMMITMENT versus ATTACHMENT; BE; Notes; Index of The Primes; About The Author
330   $aDiscover fundamental principles of high-stakes change and organizational transformation The ""primes"" are universal and unavoidable patterns of group behavior that emerge whenever people attempt to transform systems or collaborate to solve complex problems. Every change agent has felt their effect, but few can recognize, anticipate, and manage them. Unacknowledged, the primes can put any leadership agenda at risk. Once mastered, the primes become a force that drives intended outcomes. The Primes is a field manual for anyone ready to step up to serious challenges, predict and m
606   $aGroup problem solving
608   $aElectronic books.
615  0$aGroup problem solving.
676   $a658.4/036
700   $aMcGoff$b Chris$f1957-$0863564
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910461916103321
996   $aThe primes$91927436
997   $aUNINA