{"product_id":"the-primes-isbn-9781118173275","title":"The Primes","description":"\u003cb\u003eDiscover fundamental principles of high-stakes change and organizational transformation\u003c\/b\u003e  \u003cp\u003eThe \"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. \u003ci\u003eThe Primes\u003c\/i\u003e is a field manual for anyone ready to step up to serious challenges, predict and manage inevitable problems, create a brighter future, and produce extraordinary results.\u003c\/p\u003e \u003cp\u003eAn essential guide for 21st century problem solvers and change agents, \u003ci\u003eThe Primes\u003c\/i\u003e unveils \u003cb\u003e46\u003c\/b\u003e universal secrets of how to:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eTackle complex problems successfully and deliver extraordinary results on time\u003c\/li\u003e \u003cli\u003eForge lasting consensus among competing interests and keep teams focused and productive\u003c\/li\u003e \u003cli\u003eRecognize and eliminate the most destructive forces in an organization\u003c\/li\u003e \u003cli\u003eEstablish cultures of integrity\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eThe Primes\u003c\/i\u003e gives leaders the edge they need to succeed. Once the primes are revealed, you'll see them everywhere!\u003c\/p\u003e \u003cp\u003eIntroduction xxv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1: Universal Patterns of Leading in Uncertain Times 1\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do some people, organizations, and coalitions thrive in uncertain times? What enables them to appear so certain and take decisive action amid ambiguity about the future?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 – Being Clear on What’s Really Important 3\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow did you decide how you spent your time yesterday? What criteria are you using to allocate your time tomorrow?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLeading 5\u003cbr\u003e \u003ci\u003eDoes being called a ‘‘leader’’ mean you are ‘‘leading’’? What does ‘‘leading’’ mean?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIn–on 9\u003cbr\u003e \u003ci\u003eAre you seduced by working ‘‘in’’ the business at the expense of ‘‘on’’ it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChange Versus Transformation 13\u003cbr\u003e \u003ci\u003eAre you fixing or creating?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 – Being Intentional and Going First 18\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWhat are you committed to making happen and by when? What does ‘‘committed’’ mean? What does your commitment mean to others?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntegrity 21\u003cbr\u003e \u003ci\u003eDoes your ‘‘yes’’ really mean ‘‘yes’’? xvii\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTrust the Universe 25\u003cbr\u003e \u003ci\u003eIs your vision limited to what you’ve already seen?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDeclaration 29\u003cbr\u003e \u003ci\u003eAre you willing to live unreasonably?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 – Enrolling Others 32\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eCan you call people, from disenfranchisement and mere compliance, to their highest level of commitment?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDynamic Incompleteness 35\u003cbr\u003e \u003ci\u003eCan you create a vision that is compelling because of what it says and at the same time inviting—for what it leaves yet to be said?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eEnnoblement 39\u003cbr\u003e \u003ci\u003eDoes your vision elevate people in degree and excellence and respect and inspire them to act boldly?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePower 45\u003cbr\u003e \u003ci\u003eDo you know how to turn strangers, competitors, cautious allies, and suspicious stakeholders into powerful, outcome-driven coalitions?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2: Universal Patterns of Powerful Alliances 47\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you generate unprecedented power within the group? Is this question all that important to you?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 – Gaining Shared Perspective 49\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eEveryone claims to value diversity. Can maintaining diverse perspectives ever be a bad thing?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBlind Men and the Elephant 51\u003cbr\u003e \u003ci\u003eHow do you help people to see the ‘‘whole thing’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLevels of Perspective 55\u003cbr\u003e \u003ci\u003eHow do you help people to see the same ‘‘whole thing’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eS-curves 59\u003cbr\u003e \u003ci\u003eHow do you lead people to a shared sense of now?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 – Establishing Shared Intent 62\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you lead the group to be intentional?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCore Prime 65\u003cbr\u003e \u003ci\u003eHow do you help the group to focus on the right things and feel urgent about acting?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eParity 73\u003cbr\u003e \u003ci\u003eWhat is the right ratio of analyzing versus imagining?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eStake 77\u003cbr\u003e \u003ci\u003eHow do you get the group ‘‘all in’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 – Taking Coordinated Action 80\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you get the group to do everything persistently about a few critical things versus doing a few things about everything?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCohesion 83\u003cbr\u003e \u003ci\u003eCohesion is an unnatural state for a group. How good are you at establishing and sustaining it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRedpoint 85\u003cbr\u003e \u003ci\u003eA good question to ask is, ‘‘What is important to do?’’ A better question is, ‘‘Of all the important things we could do, what are the fewest, most important?’’\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eMuda 93\u003cbr\u003e \u003ci\u003eCan you distinguish ‘‘non-value-added activity’’? How much of your group’s resources is it consuming?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3: Universal Patterns of Outstanding Group Performance 96\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWhat do high-performance groups know and do that low-performance groups do not?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 – Making Decisions 98\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWhat does the word ‘‘decision’’ actually mean? How are decisions made?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLeadership Spectrum 101\u003cbr\u003e \u003ci\u003eAre you the kind of leader who likes to facilitate consensus? The right answer is, ‘‘That depends.’’\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConsensus 105\u003cbr\u003e \u003ci\u003eAre you still using the traditional definition of consensus? Are you aware of how destructive the traditional definition is?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eOpen–close–decide 109\u003cbr\u003e \u003ci\u003eHow do groups actually make decisions?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 – Building An Intentional Culture 113\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eQuick—what does ‘‘culture’’ mean? There are consequences to using more than seven words to define culture.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCulture 115\u003cbr\u003e \u003ci\u003eCulture happens. You shape it or it shapes you. How good are you at shaping a culture?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCongruence 119\u003cbr\u003e \u003ci\u003eWhat is the dark side of a stated culture?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFeedback as Caring 123\u003cbr\u003e \u003ci\u003eHow good are you at giving it? How good are you at getting it? Why does it matter?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 – Social Contracting and Accountability Within the Group 126\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do peers give each other commands?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRequest 129\u003cbr\u003e \u003ci\u003eWhy saying ‘‘no’’ protects your saying ‘‘yes.’’\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTrust 133\u003cbr\u003e \u003ci\u003eWe all say how important trust is. What is trust? How do you generate it and how do you destroy it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBreach 137\u003cbr\u003e \u003ci\u003eWhat do you do when your ‘‘yes’’ turns out to be a ‘‘no’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 – Saying and Not Saying; Listening And Not Listening 140\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do high-performance groups sound?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePerimeter 143\u003cbr\u003e \u003ci\u003eHow small a fence have you built around what can and cannot be said?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFacts, Stories, and Beliefs 147\u003cbr\u003e \u003ci\u003eCan you distinguish facts from stories from beliefs? Do you use facts the way a drunk uses a lamp post—for support versus illumination?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eGossip 151\u003cbr\u003e \u003ci\u003eWhat is it? What makes it so destructive? How do you stop it?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4: Universal Patterns of Group Failure 153\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow good are you at anticipating, avoiding, and slaying the dragons that inevitably show up and threaten your group and the outcomes your group is standing for?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 – Overcoming Resistance 155\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eAre you okay with favoring some people and ignoring others?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLaggards 157\u003cbr\u003e \u003ci\u003eDo you know how to starve ‘‘possibility killers’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFragmentation 161\u003cbr\u003e \u003ci\u003eHow skilled are you at overcoming resistance from the powerful middle?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSame–different 165\u003cbr\u003e \u003ci\u003eEverybody’s special. Really?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 – Managing Intractable Dilemmas 168\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you end a never-ending argument?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBig Hat–little Hat 171\u003cbr\u003e \u003ci\u003eWhat do you do when the needs of the many conflict with the needs of the few?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRight Versus Right 175\u003cbr\u003e \u003ci\u003eResolving conflicts about right and wrong is child’s play. How skilled are you at resolving matters of right versus right?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eResolution Principles 179\u003cbr\u003e \u003ci\u003eRight versus right arguments have been going on forever. What can we learn from our ancestors?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 – Avoiding Tripping Hazards 181\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTripping hazards are easier to avoid when you know where they are. When it comes to working in groups, can you see them coming?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChase–lose 183\u003cbr\u003e \u003ci\u003eChase teamwork, leadership, morale, and culture and you will surely lose them all.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eProcess–content 189\u003cbr\u003e \u003ci\u003eYou can run the process. You can contribute to content. Pick one.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eShape Shifting 191\u003cbr\u003e \u003ci\u003eHow to destroy your power in groups.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 – Refusing to Hide Out 194\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWe all live our lives trying to avoid embarrassment. Can you recognize when you and your group are hiding out and playing safe?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eVictim–leader 197\u003cbr\u003e \u003ci\u003eWhat does ‘‘going victim’’ sound like?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCourt–locker Room 199\u003cbr\u003e \u003ci\u003eDo you find planning to be a near-death experience?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConfusion 203\u003cbr\u003e \u003ci\u003eWhy is confusion such a wonderful way of being?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5: Universal Patterns of Thriving in Ambiguity 205\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you stay healthy when the world is sick?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 – Avoiding Bright and Shiny Objects and Squirrels 206\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHow do you manage distractions?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eA Clearing 209\u003cbr\u003e \u003ci\u003eHow skilled are you at creating nothing?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIssues Forward 213\u003cbr\u003e \u003ci\u003eLooking behind and looking ahead are both important. What is the right ratio?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 – Taking Great Care of Yourself 216\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eCan you give up coming from ‘‘something is wrong’’?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCommitment Versus Attachment 219\u003cbr\u003e \u003ci\u003eWhy saying ‘‘This project makes me so frustrated’’ is irrational.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBe 223\u003cbr\u003e \u003ci\u003eHow good are you at cutting grass when you are cutting grass?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConclusion: Now What? 226\u003c\/p\u003e \u003cp\u003eNotes 228\u003c\/p\u003e \u003cp\u003eIndex of the Primes 237\u003c\/p\u003e \u003cp\u003eAbout the Author 239\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHRIS J. McGOFF\u003c\/b\u003e is the founder of The Clearing, Inc., a Washington, DC–based management consulting firm dedicated to supporting change agents as they tackle the most daunting and complex problems facing organizations. For 30 years, Chris McGoff has been helping leaders in the private and public sector reach difficult consensus and solve problems of consequence—those involving the highest levels of stakeholder and technological complexity. Mr. McGoff’s client list includes most of the agencies of the US federal government as well as a wide range of organizations such as IBM, AARP, Consol Energy, DuPont, the United Nations, and Boeing. He is also a sought-after public speaker, senior advisor, and professor at the University of Maryland School of Public Policy.\u003c\/p\u003e \u003cp\u003eFor information on training and public speaking related to the PRIMES, visit \u003cb\u003etheprimes.com.\u003c\/b\u003e To learn more about how the PRIMES can solve problems and bring transformation to your organization, visit \u003cb\u003etheclearing.com.\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eWHAT HAPPENS WHEN PEOPLE AND ORGANIZATIONS HAVE TO CHANGE?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe primes are universal and unavoidable patterns of group behavior that emerge whenever people attempt to transform systems or collaborate to solve complex problems. Every leader has seen their effect, but few can recognize, anticipate, and manage them. Unacknowledged, the primes can put any leadership agenda at risk. But once mastered, the PRIMES become a force to help you solve any leadership problem. An essential guide for twenty-first-century change agents, \u003ci\u003eThe Primes\u003c\/i\u003e unveils 46 universal secrets of how to step up to major challenges, create a brighter future, and produce extraordinary results. \u003c\/p\u003e\u003cp\u003e“How many books have we read that talk about the need for change? There are dozens, and they always fall short of giving us the keys to lead and drive successful transformation efforts. Chris McGoff’s \u003ci\u003eThe PRIMES\u003c\/i\u003e fills that gap. I started working with Chris in my former position as the Administrator for E-Government and IT at the US Office of Management and Budget, at which time, the US was ranked 36th in the world for providing web-based government services to its citizens. Using many of the PRIMES, we became a powerful, high-performance team, building a team of over 2,000 leaders in the public sector using e-government initiatives. The outcome: the US became first in the world in its delivery of federal services to taxpayers, businesses, and other nations.”\u003cbr\u003e\u003cb\u003e—MARK FORMAN, first US Administrator for E-Government and Information Technology Office of Management and Budget\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e“If you are interested in marginal incremental improvement and hearing feedback on what you already know, hire a consultant. If you want to truly transform your business and personal life, read and live \u003ci\u003eThe PRIMES.\u003c\/i\u003e”\u003cbr\u003e\u003cb\u003e—NICK DELULIIS, Chief Operating Officer, CONSOL Energy Inc.\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990320496869,"sku":"NP9781118173275","price":31.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118173275.jpg?v=1761787344","url":"https:\/\/k12savings.com\/es\/products\/the-primes-isbn-9781118173275","provider":"K12savings","version":"1.0","type":"link"}