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| Acknowledgments | |
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| About the Author | |
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| Introduction | |
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| Two Visits, One Story | |
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| Questions to Be Addressed | |
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| How This Book Is Organized | |
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| A Crisis in Organization Culture? | |
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| What Culture Is and Isn't | |
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| Stealth Weapon or Humanizing Effort? | |
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| The Development of Interest in Organization Culture | |
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| The Nature of an Organization's Culture | |
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| Culture and the Workplace | |
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| Culture and the Long-Term Erosion of Job Satisfaction | |
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| Culture as "Know How" | |
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| ING Direct: Shaping a Culture | |
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| Culture and Purpose ("Know Why") | |
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| Culture and Strategy ("Know What, When, Where") | |
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| Culture and Execution ("Know Who") | |
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| How Successful Managers View the Importance of Culture | |
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| Culture in the Context of Purpose, Strategy, and Execution | |
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| Culture: A Multi-edged Sword | |
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| Nature and Results of the 1992 Study | |
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| Strong Cultures Affect Performance | |
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| Strength of Culture Is Not Correlated with Good Performance | |
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| Adaptability Keys Long-Term Success | |
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| The Question of Fit | |
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| The Role of Leadership | |
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| Culture in an Organization's Life Cycle | |
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| How Cultures Are Formed | |
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| The Process of Culture Formation | |
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| How Cultures Are Articulated and Institutionalized | |
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| How Cultures Are Diluted | |
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| Enemies of an Effective Culture | |
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| How Cultures Are Renewed | |
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| Reinforcing Effective Cultures | |
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| Economies of Culture: The "Four Rs" | |
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| Economic Advantages of an Effective Culture: The "Four Rs" | |
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| Culture Impact Model | |
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| Several Caveats | |
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| The Culture Cycle: Measuring Effectiveness | |
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| USAA: Effectiveness Through Trust | |
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| Nucor Steel: A Study in Learning, Accountability, Self-Direction, and Innovation | |
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| Toyota and the Importance of Alignment and Agility | |
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| Measuring a Culture's Strength | |
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| Measuring a Culture's Health: The Culture Cycle | |
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| Measuring a Culture's Fit" | |
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| Caveats | |
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| The Four R Model: A Field Test | |
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| The Setting: RTL, Inc | |
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| The Research and Findings | |
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| The Blind Results | |
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| Blind Result Comparisons | |
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| Caveats Regarding the Blind Estimates | |
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| Comparisons of Culture Cycle Elements | |
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| Management's Interpretation of What Happened | |
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| Conclusions | |
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| Culture and Innovation | |
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| The Culture Cycle and 3M Innovation | |
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| Levels of Innovation | |
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| Adaptability and Innovation | |
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| Value "Clusters" That Foster Innovation | |
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| Innovation "Value Clusters" at Apple | |
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| Culture and Adversity | |
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| Adversity and Response at Intuit | |
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| Adversity and Response at BP | |
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| 9/11 and the Southwest Airlines Response | |
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| Adversity and Response at Coldman Sachs | |
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| So What? | |
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| The Fit Between Culture, Leadership Style, and the Nature of Adversity | |
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| How Cultures Help and Hurt in Times of Adversity | |
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| Culture as a "Filter" Between Adversity and Performance | |
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| Subcultures and Global Strategies | |
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| Enter the Culturalists | |
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| Global Management Challenges from Cultural Differences | |
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| What Do These Vignettes Suggest? | |
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| The Selection of Leaders | |
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| Managing the Relationship Between Headquarters and Subsidiaries | |
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| Organizing, Coordinating, and Controlling Effort | |
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| Mission-Driven Organizations: Special Challenges | |
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| Supergrowth | |
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| Loss of Focus: "Mission Creep" | |
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| Making a Large Organization Seem Small | |
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| Deploying Human Resources: The Challenge of Volunteer Labor | |
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| Measuring and Rewarding Effectiveness Among an Organization's Subcultures | |
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| Coordinating Efforts with Other Mission-Driven Organizations | |
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| Managing Board and Leadership Conflicts Concerning Basic Assumptions | |
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| Controlling Zealous Behavior | |
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| Dealing with Forces That Challenge Organization Cultures Today | |
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| Information and Communications Technology | |
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| Increasing Emphasis on Transparency | |
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| New Generations of Employees | |
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| Team-Based Work | |
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| Employment and Deployment Strategies | |
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| The Rise of Free Agency | |
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| The Psychological Shrinking of the World | |
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| Leading Culture Change | |
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| How Do You Know Change Is Needed? | |
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| Monitoring Links in the Culture Cycle: RTL, Inc. Revisited | |
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| Changing a Culture | |
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| Sustaining Culture Change | |
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| Conclusions | |
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| The Role of the Leader in Reshaping Culture | |
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| Answers and Questions | |
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| Characteristics of Effective Cultures | |
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| Economic Outcomes: Profit and Satisfied Stakeholders | |
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| Behavioral Outcomes: Great Places to Work | |
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| Some Final Thoughts | |
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| Sample Questions for Measuring the Strength and Health of a Culture | |
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| Four R Assumptions and Computations | |
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| Complete Results of Employee Surveys, 2009 and 2010, for Three RTL, Inc. Offices | |
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| Endnotes | |
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| Index | |