Too Good To Fail?

<p>&nbsp;</p> <p>&nbsp;</p> <p>Acknowledgements</p> <p>About the author&nbsp;</p> <p>Introduction </p> <p>&nbsp;</p> <p>PART ONE: UNDERSTANDING FAILURE&nbsp;</p> <p></p> <p>Chapter 1 – Mentioning the Unmentionable&nbsp;</p> <p>&nbsp;</p> <p>- What failure looks like</p> <p>- The omnipresence of failure</p> <p>- Measuring success and failure</p> <p>- Misrepresenting success and failure</p> <p>- The infectiousness of failure</p> <p>&nbsp;</p> <p>Chapter 2 – The Pattern of Failure: The Yosemite Curve &nbsp;&nbsp; </p> <p>&nbsp; </p> <p>- Phase 1: Struggle</p> <p>- Phase 2: Denial</p> <p>- Phase 3: Freefall</p> <p>- Phase 4: Rock Bottom</p> <p>- Phase 5: Recovery</p> <p>- Phase 6: Consolidation</p> <p>&nbsp;</p> <p>Chapter 3 – Other Types of Failure &nbsp;</p> <p>&nbsp;</p> <p>- Total failure – the Niagara drop</p> <p>- Shallow failure: the frying pan</p> <p>- Broadening failure: the Grand Canyon</p> <p>&nbsp;</p> <p>PART TWO: &nbsp;AVOIDING FAILURE&nbsp;&nbsp; </p> <p>&nbsp;</p> <p>Chapter 4 – Passive Warning Signs </p> <p></p>- Ignorance <p>&nbsp;</p> <p>- Certainty</p> <p>- Complacency</p> <p>&nbsp;</p> <p>Chapter 5 – Active Alarm bells &nbsp;</p> <p>&nbsp;</p> <p>- Obsession </p> <p>- Manipulation</p> <p>- Evasion </p> <p>&nbsp;</p> <p>Chapter 6 – The cultural litmus test </p> <p>&nbsp;</p> <p>- &nbsp;&nbsp; A reckless culture?</p> <p>- &nbsp;&nbsp; A culture of false reassurance?</p> <p>- &nbsp;&nbsp; A culture of gaming?</p> <p>- &nbsp;&nbsp; A culture of control?</p> <p>&nbsp;</p> <p>PART THREE: CURING FAILURE&nbsp;&nbsp;</p> <p>&nbsp;</p> <p>Chapter 7 – Regaining confidence </p> <p>&nbsp;</p> <p>- Talking to staff</p> <p>- &nbsp;Reaching outside</p> <p>- &nbsp;Responding</p> <p>- &nbsp;Retaining Momentum</p> <p>- &nbsp;Trumpeting success</p> <p>&nbsp;</p> <p>Chapter 8 – Getting back in control &nbsp;</p> <p>&nbsp;</p> <p>- Digging till you find the cause</p> <p>- Tackling immediate problems</p> <p>- Rebuilding the mechanisms for managing</p> <p>- Unlocking the organisation</p> <p>&nbsp;</p> <p>PART FOUR: SUCCEEDING &nbsp;</p> <p>&nbsp;</p> <p>Chapter 9 – The opposite of failure&nbsp;</p> <p>&nbsp;</p> <p>- Adapting</p> <p>- Giving and getting feedback </p> <p>- Managing relentlessly</p> <p>&nbsp;</p> <p>Chapter 10 – The importance of being honest&nbsp;</p> <p>&nbsp;</p> <p>- The unbreakable triangle</p> <p>- Passivity and fatalism</p> <p>- Risk management and failure</p> <p>- Understanding process</p> <p>- Redesigning to solve</p> <p>&nbsp;</p> <p>Chapter 11 – Mining the data </p> <p>&nbsp;</p> <p>- The devil is in the detail</p> <p>- Finding the kernel of truth</p> <p>- Approximating</p> <p>- Using information for performance management</p> <p>- Turning the world upside down</p> <p>&nbsp;</p> <p>Chapter 12 – Fault tolerance, randomness and pattern&nbsp;&nbsp;</p> <p>&nbsp;</p> <p>- Living with imperfection</p> <p>- Managing the unknown</p> <p>- Randomness and pattern</p> <p>- Spikiness</p> <p>- Talent or luck?</p> <p>&nbsp;</p> <p>Chapter 13 – Gauging the environment&nbsp;</p> <p>&nbsp;</p> <p>- Horizon scanning</p> <p>- Rule changes</p> <p>- Togetherness and partnership</p> <p>&nbsp;</p> <p>Chapter 14 – The attentive manager</p> <p>&nbsp;</p> <p>- Dividing to grasp</p>