The Coaching for Leadership Case Study Workbook

About the Author xiii
<p>Foreword by Marshall Goldsmith xv</p>
<p>Foreword by Sarah McArthur, President, Dr. Fink s Fan Club xvii</p>
<p>Dedication to Richard Beckhard xix</p>
<p>Launch Pad</p>
<p>Introduction 1</p>
<p>How to Get the Most Out of Dr. Fink s Leadership Casebook 3</p>
<p>THE UNGUIDED TOUR for the General Reader 5</p>
<p>THE GUIDED TOUR for Corporate Citizens and Students of Organizational Life 6</p>
<p>THEME PARK ARCHITECTURE for Educators, Teachers, and Trainers 8</p>
<p>Dr. Fink s Leadership Casebook</p>
<p>CASEFILE–1. Critical Questions 15</p>
<p>Basic Consulting Skills</p>
<p>CASEFILE–2. Musical Fish 21</p>
<p>Ethical Myths and Realities</p>
<p>CASEFILE–3. Matilda s Bitter–Sweet Taste of Success 29</p>
<p>Putting Feedback in Context</p>
<p>CASEFILE–4. Fat Sid s Big Problem 35</p>
<p>Post–Merger madness</p>
<p>CASEFILE–5. Corporate Citizen, Dearly Departed 43</p>
<p>Doing the Right Thing</p>
<p>CASEFILE–6. No Mistake 49</p>
<p>A Collection of Feedback Systems</p>
<p>CASEFILE–7. Invasion 57</p>
<p>The Case for Situational Intelligence</p>
<p>CASEFILE–8. The Undertaker 63</p>
<p>Sometimes It s Better Just to Walk Away</p>
<p>CASEFILE–9A. The Upside Down Logic Cost Center Management 69</p>
<p>Counter–Intuitive Systems</p>
<p>CASEFILE–9B. The Inculcation Calculation 75</p>
<p>The Ethics of Variance</p>
<p>CASEFILE–10. It All Depends 83</p>
<p>Roughly Right or Precisely Wrong</p>
<p>CASEFILE–11. Oh Happy Tuesday 89</p>
<p>A Study in Deception</p>
<p>CASEFILE–12. Midnight Express 111</p>
<p>A Strange Case at the End of the Contract</p>
<p>Epilog 115</p>
<p>Theory</p>
<p>Guide to Organizational Life 121</p>
<p>Situational Intelligence 124</p>
<p>How to Think Like Fink 125</p>
<p>Practitioner Briefing 139</p>
<p>Appendix: The Tetrad 143</p>
<p>About the Illustrator 148</p>
<p>Acknowledgments 151</p>
<p>Glossary 155</p>
<p>References 159</p>
<p>Index 161</p>