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Preface | |
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Acknowledgments | |
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High Performance Relationships--The Key to Southwest's Success | |
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From Love Field to the World's Most Successful Airline | |
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Efficiency | |
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Quality | |
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Controlled Growth | |
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Demand for Reliable Low-Fare Travel | |
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Competitive Threats | |
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Success Factors--Leadership, Culture, Strategy, and Coordination | |
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Behind These Success Factors--High Performance Relationships | |
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How Southwest Uses High Performance Relationships to Overcome Strategic Challenges | |
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The Productivity Disadvantages of Short-Haul Flying | |
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Achieving Quick Turnarounds | |
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Coordination through High Performance Relationships | |
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Other Possible Responses to the Same Challenges | |
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Summing Up | |
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Southwest versus American Airlines--The Power of Relational Coordination | |
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Communication | |
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Relationships | |
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Coordinating through Relationships | |
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Southwest versus Continental, American, and United: Relational Coordination Pays Off | |
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Findings | |
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Improving Both Quality and Efficiency | |
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Why Relational Coordination Works: The Power of Collective Identity | |
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How Relational Coordination Works in Other Industries--The Case of Health Care | |
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The Challenge of Coordinating Patient Care | |
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Performance Effects of Relational Coordination | |
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Findings | |
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When Relational Coordination Matters Most for Performance | |
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Summing Up | |
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Ten Southwest Practices for Building High Performance Relationships | |
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Lead with Credibility and Caring | |
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Leadership at Southwest Airlines | |
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Leadership at Continental Airlines | |
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Leadership at United Airlines | |
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Leadership at American Airlines | |
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Southwest's Leadership Transition | |
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Southwest's Top Management Team | |
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Summing Up | |
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Invest in Frontline Leadership | |
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Supervision at Southwest Airlines | |
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Benefits of High Supervisory Staffing Levels | |
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Supervision at Continental Airlines | |
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Supervision at United Airlines | |
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Supervision at American Airlines | |
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The Southwest Difference | |
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The Case for Reduced Supervisory Staffing | |
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The Case for Increased Supervisory Staffing | |
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Summing Up | |
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Hire and Train for Relational Competence | |
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Hiring and Training at Southwest Airlines | |
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Benefits of Hiring for Relational Competence | |
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Hiring and Training at United Airlines | |
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Hiring and Training at Continental Airlines | |
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Hiring and Training at American Airlines | |
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Summing Up | |
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Use Conflicts to Build Relationships | |
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Conflict Resolution at Southwest Airlines | |
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Benefits of Conflict Resolution | |
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Conflict Resolution at United Airlines | |
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Conflict Resolution at Continental Airlines | |
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Conflict Resolution at American Airlines | |
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How Conflict Resolution Evolved at Southwest | |
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Summing Up | |
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Bridge the Work/Family Divide | |
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Encouraging Employees to Be Themselves at Work | |
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Recognizing Personal Pain and Triumph | |
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Employee and Family Identification with the Organization | |
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The Culture Committee | |
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Giving to the Community | |
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Efforts to Bridge the Work/Family Divide | |
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Preventing Work from Overwhelming Family and Community | |
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Summing Up | |
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Create Boundary Spanners | |
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Boundary Spanning at Southwest Airlines | |
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Benefits of the Boundary Spanner Role | |
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Boundary Spanning at United Airlines | |
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Boundary Spanning at Continental Airlines | |
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Boundary Spanning at American Airlines | |
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Southwest's Boundary Spanners in Action | |
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The Boundary Spanner as Relationship Builder | |
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Summing Up | |
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Avoid Finger Pointing--Measure Performance Broadly | |
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Performance Measurement at Southwest Airlines | |
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Benefits of Cross-Functional Performance Measurement | |
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Performance Measurement at United Airlines | |
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Performance Measurement at Continental Airlines | |
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Performance Measurement at American Airlines | |
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Accountability versus Learning | |
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A Different Approach to Performance Measurement at Southwest | |
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Summing Up | |
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Keep Jobs Flexible at the Boundaries | |
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Job Flexibility at Southwest Airlines | |
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Benefits of Job Flexibility | |
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Job Flexibility at Continental Airlines | |
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Job Flexibility at United Airlines | |
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Job Flexibility at American Airlines | |
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Why Flexible Boundaries Are So Uncommon | |
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Summing Up | |
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Make Unions Your Partners, Not Adversaries | |
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Labor Relations at Southwest Airlines | |
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Labor Relations at Continental Airlines | |
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Labor Relations at United Airlines | |
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Labor Relations at American Airlines | |
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Summing Up | |
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Build Relationships with Your Suppliers | |
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Partnering with Airports | |
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Partnering for Security after September 11, 2001 | |
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Partnership Challenges | |
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Partnering with Air Traffic Control | |
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Partnering with Aircraft Manufacturers | |
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Benefits of Partnering with Your Suppliers | |
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Summing Up | |
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Building High Performance Relationships--And Keeping Them | |
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How the Ten Southwest Practices Reinforce (or Undermine) Each Other | |
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Lead with Credibility and Caring | |
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Invest in Frontline Leadership | |
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Hire and Train for Relational Competence | |
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Use Conflicts to Build Relationships | |
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Bridge the Work/Family Divide | |
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Create Boundary Spanners | |
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Measure Performance Broadly | |
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Keep Jobs Flexible at the Boundaries | |
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Make Unions Your Partners, Not Adversaries | |
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Build Relationships with Your Suppliers | |
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Summing Up | |
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Learning from Southwest--Efforts by American, Continental, United, and JetBlue | |
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Efforts by Other Airlines to Learn from Southwest | |
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American Airlines | |
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Continental Lite | |
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The United Shuttle | |
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JetBlue Airways | |
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Summing Up | |
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Thriving under Pressure--Southwest's Response to September 11 and Other Crises | |
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Resilience in the Face of Competition | |
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Resilience in the Face of Growth | |
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Response to the Crisis of September 11, 2001 | |
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US Airways' Response | |
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American Airlines' Response | |
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Continental Airlines' Response | |
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Southwest Airlines' Response | |
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Layoffs as a Response to Crisis | |
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The Role of Financial Reserves | |
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Summing Up | |
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Implementing High Performance Relationships in Your Organization | |
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Lead with Credibility and Caring | |
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Invest in Frontline Leadership | |
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Hire and Train for Relational Competence | |
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Use Conflicts to Build Relationships | |
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Bridge the Work/Family Divide | |
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Create Boundary Spanners | |
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Measure Performance Broadly | |
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Keep Jobs Flexible at the Boundaries | |
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Make Unions Your Partners, Not Adversaries | |
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Build Relationships with Your Suppliers | |
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Maintain Financial Reserves | |
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Summing Up | |
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Appendixes | |
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Endnotes | |
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Index | |