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Hot Spots

Book Description

Sometimes within an organization, condensed periods of growth and innovation occur. For a short period of time, new ideas flow freely and cooperation and success attain levels that exceed all expectations. These periods are called " hot spots." This book takes a detailed look at how and why hot spots happen, and shows that it's possible to create them. In order to do so, entrenched rules about command and control must be discarded, since hot spots can't be commanded, nor can they be controlled. Instead, they are a naturally emerging phenomena. But, that doesn't mean that organizations have to wait for them to arise. Gratton offers techniques and strategies that can create a more productive environment, one in which hot spots are anticipated, recognized, and embraced -- an environment that carries the organization beyond its pre-set goals and boundaries and to new levels of growth and energy.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Preface
  5. Introduction ELEMENTS FOR CREATING HOT SPOTS
  6. CHAPTER 1 GENERATING EXTRAORDINARY ENERGY
    1. Corporate Thermal Imaging
    2. The First Element: A Cooperative Mindset
    3. The Second Element: Boundary Spanning
    4. The Third Element: Igniting Purpose
    5. The Fourth Element: Productive Capacity
    6. Designing for the Emergence of Hot Spots
    7. Signature Processes
  7. CHAPTER SUMMARY
    1. GENERATING EXTRAORDINARY ENERGY
    2. THE RULES OF HOT SPOTS
  8. CHAPTER 2 HOT SPOTS BURNING BRIGHT ACROSS THE WORLD
    1. Hot Questions
    2. Sunrise in Venezuela: Hot Spots Across BP
    3. Noon in Beijing: Hot Spots Across Nokia
    4. Early Evening in London: Hot Spots at OgilvyOne
    5. Early Morning in Singapore: Hot Spots at Linux
    6. The Decay of Hot Spots: DEC, 1980-1990
    7. Keeping Hot Spots Alive
  9. CHAPTER SUMMARY
    1. HOT SPOTS BURNING BRIGHT ACROSS THE WORLD
  10. CHAPTER 3 THE FIRST ELEMENT: A COOPERATIVE MINDSET
    1. A Self-Fulfilling Prophecy: The Emergence of a Competitive Mindset
    2. The Unacceptably High Cost of a Transactional Mindset
    3. How a Cooperative Mindset Emerges
    4. Assumptions Influence Practices and Processes
    5. Norms of Trust and Reciprocity Emerge
  11. CHAPTER SUMMARY
    1. THE FIRST ELEMENT: A COOPERATIVE MINDSET
  12. CHAPTER 4 THE SECOND ELEMENT: BOUNDARY SPANNING
    1. Boundary Spanning and Value Creation
    2. Boundaries
    3. Learning to Cooperate Across Boundaries
    4. Challenge 1: Being Distant
    5. Challenge 2: Being Different
    6. Challenge 3: Being Strangers
    7. Learning to Cooperate Across Boundaries: Becoming Less Distant, Less Different, and Less like Strangers
    8. Spanning Boundaries Through Purposeful Conversation
    9. Crossing Boundaries Through Boundary Spanners
    10. The Role of Executives in Supporting and Enabling Boundary Spanning
    11. How Nokia Widens the Net of Involvement
  13. CHAPTER SUMMARY
    1. THE SECOND ELEMENT: BOUNDARY SPANNING
  14. CHAPTER 5 THE THIRD ELEMENT: IGNITING PURPOSE
    1. Pulled to the Future Through an Igniting Vision
    2. Propelled to the Future Through an Igniting Question
    3. Energized in the Present with an Igniting Task
    4. When Purpose Fails: Emergence of the Country Club
    5. Good Conversation
    6. Creating an Igniting Purpose
  15. CHAPTER SUMMARY
    1. THE THIRD ELEMENT: IGNITING PURPOSE
  16. CHAPTER 6 THE FOURTH ELEMENT: PRODUCTIVE CAPACITY
    1. Productive Practices
    2. Practice 1: Appreciating Talents
    3. Practice 2: Making Commitments
    4. Practice 3: Resolving Conflicts
    5. Practice 4: Synchronizing Time
    6. Practice 5: Establishing a Rhythm
  17. CHAPTER SUMMARY
    1. PRODUCTIVE CAPACITY
  18. CHAPTER 7 THE LEADER’S ROLE IN HOT SPOTS
    1. Leader as Socrates
    2. Leader as the Creator of Friendships
    3. Leader as the Architect of Signature Processes
    4. Points of Inflection
    5. The Rules of a Hot Spot
  19. CHAPTER SUMMARY
    1. THE LEADERS’ROLE IN HOT SPOTS Key Points
  20. CHAPTER 8 DESIGNING FOR THE EMERGENCE OF HOT SPOTS
    1. Phase 1: Locating Hot Spots
    2. Phase 2: Mapping the System
    3. Phase 3: Linking to Business Goals
    4. Phase 4: Identifying Potential Leverage Points
    5. Phase 5: Taking Action
    6. Conclusion
  21. CHAPTER SUMMARY
    1. DESIGNING FOR THE EMERGENCE OF HOT SPOTS
  22. APPENDIX A RESOURCES FOR CREATING HOT SPOTS
    1. Phase 1: Locating Hot Spots
    2. Phase 2: Mapping the System
    3. Phase 3: Linking to Business Goals
    4. Phase 4: Identifying Potential Leverage Points
  23. APPENDIX B BACKGROUND TO THE RESEARCH ON HOT SPOTS
  24. APPENDIX C METHODOLOGY OF THE HOT SPOTS RESEARCH
    1. The Case Studies
    2. The Cooperative Advantage Research
  25. Notes
  26. Index
  27. About the Author
  28. ABOUT BERRETT-KOEHLER PUBLISHERS
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