Full Table of Contents
- Forward
- Executive Summary
- Contents
- Preface
- Chronology
Theme 1: Hard results, soft concerns
- Learning in the core team (Jan. 1992 - Sept. 1992)
- The system map (Learning Team Meeting, August, 1992)
- The transition to openness
- Creating the atmosphere of trust and cooperation
- A mandate that "bearing bad tidings" would be safe
- Ongoing sharing of information and perspective
- A culture of greater inclusiveness
- Deliberate encouragement of informality and friendship
- A mindset that "no one has all the answers"
- Behavioral versus technical: a zero-sum game?
- The dilemma of integrating process and engineering knowledge
- Leadership roles: modeling new behavior
- What made it possible for leaders to change their behavior effectively?
- The core team meetings.
- Program management demonstrated commitment by taking part in every learning lab.
- Partnership: Having the two leaders learning in tandem provided a necessary support for one another.
- Purpose: the Program Manager and the Launch Manager never came into the project saying, "We want to become better people" for our own sake.
- Reflection: The leaders continued to increase their own capability to understand changes in themselves and others.
- Modeling new behavior: "I don't trust you"
- Damage from backsliding
- Designing the learning labs: from the beginning
- Choosing learning lab participants
- The systems archetypes and "systems thinking" skills
- The tragedy of the power supply
- The ladder of inference and "mental models" skills
- The "management flight simulators"
- Reinforcement: A learning room
- Reactions to the learning labs
- Learning Labs: How did they contribute to the change process?
Theme 4: Combining engineering innovation with human relations: The Harmony Buck
- Getting approval: Building confidence to make a case for taking a risk
- Implementation reveals resistance within the team
- The harmony buck as a communication tool
- Expanding the collaborators
- The second harmony buck: Approval and decline
Theme 5: Partnerships
- The market research clinic
- Collocation: Opening a new realm of issues
Theme 6: Process innovation in the context of a large organization
- Positioning the purpose of the team
- Engaging senior management
- Evaluating Epsilon: Miscommunications and misunderstandings
- Implementing the new CR policy
- Epsilon is "Out of Control!"
- Freezing and reducing the change requests
- The early retirement
- In the end: Assessing the influence of innovation
Epsilon's Noticeable Results, 1991-1994
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