Book-Reader-Assist/library/The Three Laws of Performance/Back-Matter/Back-Matter-source-text.md

The Three Laws of Performance — Back-Matter: Appendix, notes, acknowledgments, author biographies, and index

• Source: /library/The Three Laws of Performance/source-file.pdf
• PDF pages: 246–259
• Pages without text: 247

---

Appendix The Three Laws of Performance and the Leadership Corollaries First Law of Performance How people perform correlates to how situations occur to them Leadership Corollary 1 Leaders have a say, and give others a say, in how situa- tions occur Second Law of Performance How a situation occurs arises in language Leadership Corollary 2 Leaders master the conversational environment Third Law of Performance Future-based language transforms how situations occur to people Leadership Corollary 3 Leaders listen for the future of their organization 207

Notes

1. Martin Corboy and Diarmuid O’Corrbui, ‘‘The Seven Deadly Sins of Strategy,’’ Management Accounting 77, no. 10 (1999): 29–33.
2. Vincent Pellettiere, ‘‘Organization Self-Assessment to Determine the Readi- ness and Risk for a Planned Change,’’ Organization Development Journal 24, no. 4 (Winter 2006): 38–44.
3. Helen Keller, My Religion (New York: Doubleday, 1928), 20–21. Helen Keller quotation from My Religion, courtesy of the American Foundation for the Blind, Helen Keller Archives. Used with permission.
4. Helen Keller quoted in D. B. Updike, Optimism (Boston: Merrymount Press), 13.
5. This section draws on work from John R. Searle and John L. Austin, in Speech Acts (Cambridge, UK: Cambridge University Press, 1969) and How to Do Things with Words (Cambridge, MA: Cambridge University Press, 1969), respectively.
6. This section draws on work from Werner Erhard, Michael C. Jensen, and Steve Zaffron, ‘‘Integrity: A Positive Model That Incorporates the Nor- mative Phenomena of Morality, Ethics and Legality,’’, Harvard Business School NOM Working Paper no. 06–11 (April 25, 2008). Available at http://ssrn.com/abstract = 920625.
7. This section draws on material from ‘‘The World Is Your Stage: The Workshop Where Being Meets Acting,’’ a course developed by Werner Erhard and Sanford Robbins.
8. Charles M. Schwab, Succeeding with What You Have (Century, 1917; repr., New York: Cosimo Classics, 2005), 39–41.
9. The focus of this chapter is organizations, which can be either for-profit or non-profit. They include institutions, governments, and NGOs, as well as conglomerates, multinationals, even start-up ventures. Corporations are easy to discuss in their legal structure, but the issues they face are faced by organizations of all kinds and sizes. The discussion is just as relevant to newer forms of organization, such as limited liability companies and partnerships.
10. The question of whether animals experience these aspirations often comes up at this point. In this discussion, it’s enough to say that even if they experience 209

210 NOTES love, they can’t express it as we can, nor can they label their experience ‘‘love.’’ Without the word intermingled into the experience, the experience itself is not the same as ours. It is thus safe to say that our experience of love—and by extension, family, relationships, community, and joy—is uniquely human, and exists by virtue of our language-using nature. 11. The idea of a self-led organization draws its influence, in part, from War- ren G. Bennis, ‘‘Toward a ‘Truly’ Scientific Management: The Concept of Organizational Health,’’ General Systems Yearbook 7 (1962): 269–82; from the workplace democratization movement, especially Stanley Deetz’s Democracy in an Age of Corporate Colonization: Development in Communication and Politics of Everyday Life (Albany: State University of New York Press, 1992); and from the self-design literature within organizational development, especially Mohrman and Cummings’ Self Designing Organizations: Learning How to Create High Performance (Reading, MA: Addison-Wesley, 1990). 12. Cox, La Caze, and Levine, Stanford Encyclopedia of Philosophy (originally published April 2001, revised August 2008), http://plato.stanford.edu/ entries/integrity/. 13. Erhard, Jensen, and Zaffron, ‘‘Integrity’’ (2008) (see n. 6). 14. This is not a new idea. Similar threads run through the works of major philosophers and psychologists, especially in the twentieth century. Of these, Carl Jung spoke most clearly on the subject; Jung described ‘‘coming to selfhood’’ or ‘‘self-realization’’ as the final step in one’s development. According to Jolan Jacobi, in Psychology of C. G. Jung (London: Routledge & Kegan Paul, 1942), 127, this process results in ‘‘an entirely different attitude toward, and view of, life—in other words a ‘transformation’ in the fullest sense of the word.’’ 15. This idea draws part of its inspiration from ‘‘Stage Five’’ cultures. See Logan, King, and Fischer-Wright’s Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (New York: HarperCollins, 2008). 16. Some of the information in this section is adapted from ‘‘The Ontological Foundations of Leadership and Performance,’’ a course at the Simon School of Business at the University of Rochester, offered in 2006, 2007, and 2008. 17. Douglas Niles and Michael Dobson, Fox on the Rhine (New York: Macmillan, 2002), 312. 18. Wilbur Smith, River God: A Novel of Ancient Egypt (New York: Macmillan, 1995), 379. 19. Kenneth Burke, Language as Symbolic Action: Essays on Life, Literature, and Method (Berkeley: University of California Press, 1968), 114–125. Note: we are taking some liberties with Burke’s idea, combining it with aspects of brain science—especially Jeff Hawkins and Sandra Blakeslee, On Intelligence (New York: Macmillan, 2005)—and cognitive psychology. Some of what we write was drawn from Appendix B in Logan, King, and Fischer-Wright, Tribal Leadership, and three working papers on SSRN by Dave Logan and Halee Fischer-Wright mentioned in that source. 20. Hawkins and Blakeslee, On Intelligence, 49.

Acknowledgments This book wouldn’t have been possible without the contribu- tion of many individuals, groups, and organizations. We acknowledge Landmark Education for making its meth- odology and body of knowledge available to us. We particularly thank its staff, program leaders, and over one million graduates for their inspiring work. We thank the editor of this series, Warren Bennis, whose passion for the art and science of leadership has motivated us for years. Warren became a champion of this project almost ten years ago and has guided us throughout the entire process from idea to finished manuscript. We will always be grateful to Warren for his advice, editorial direction, commitment to this project, and vision for what it could become. We appreciate the support from the faculty and staff of the University of Southern California and the Marshall School of Business. Special thanks go to Tom Cummings, Rich Callahan, Tim Campbell, Jim Ellis, and Steve Sample. We are thankful to John King, through whom we originally met. As one of Dave’s partners in CultureSync, John took on extra work to support this project. Likewise, Jack Bennett took on extra responsibilities to allow for the writing of this book. 211

212 ACKNOWLEDGMENTS In a similar vein, we also acknowledge Fred McWilliams and Jim Kidder, who expanded their daily roles to support Steve. We appreciate the many experts who gave us their time in interviews, including Chris Ahrends, Ray Anderson, Chris Argyris, Joel Bakan, Geoffrey Bellman, Peter Block, Ray Fowler, Kevin Kelly, Rakesh Khurana, Barney Pell, Lewis Pinault, Bob Rosen, Peter Senge, Monica Sharma, Eraldo Tinoco, Margaret Wheatley, and Dan Yankelovich. We are indebted to many people who invited us into their companies and, in many cases, told us stories that were very personal. The list includes Lee Browne, Malcolm Burns, Paul Fireman, Antoinette Grib, John Hetrick, Isamu Homma, Michael Jensen, Selinah Makgale, Jorge Mattos, Brad Mills, Akio Nakauchi, Keitaro Nakauchi, Seiko Nakauchi, Arunaraje Patil, Larry Pearson, Laolang Phiri, Mal Salter, Ian Sampson, Don Shelton, Burgess Winter, and Doug Young. We appreciate our Japanese guides and translators, Yumi Fukushima and Atsuko Ueda, and, for her expert translation of materials, Risako Suzuki Robbins. We also thank Takatoshi Ueno for supporting us in our interviews in Japan. In South Africa, we acknowledge Mari-Louise Schoeman for arranging and coordinating our interviews at Lonmin. We recognize the efforts of many people who helped turn rough drafts into this finished book. The list includes Richard Brest, Allan Cohen, Rosalie Dillan, Miriam Diesendruck, Joe DiMaggio, Kirsten Fraunces, Virginia Ginsburg, Michael Jensen, Gretchen Knudsen, Mick Leavitt, Olga Loffredi, Harte Logan, Bob Mueller, Maira Navarro, Ann Overton, Brian Regnier, Robert Richman, Sanford Robbins, Rik Super, Diana Toomey-Wilson, and Aaron Zaffron. We also thank Landmark Education’s Research, Development, and Design Team for its input.

ACKNOWLEDGMENTS 213 WeacknowledgethecontributionsofJMWConsultingand especially Jerry Straus. We also acknowledge the contributions of the Insigniam Performance partners: Michael Waldman, Shideh Bina, and Nathan Rosenberg. We also recognize and appreciate a number of other highly effective management consulting firms with whom we have collaborated and whose work has supported the writing of this book. Some of the material on leadership in this book was developed in what has become a yearly event for the faculty and students of the Simon School of Business at the University of Rochester. We appreciate the positive response and dialogue during class discussions. We especially thank Dean Mark Zupan for his support and advice. In turning ideas into a final product, we are grateful to our agent, Bob Mecoy, and our executive editor, Susan Williams. We also thank the team at Jossey-Bass, including Rob Brandt, Kristi Hein, Mark Karmendy, Carolyn Carlstroem, and Amy Packard. For their support of the book, we acknowledge Eileen LaCario, Jennifer Greer, and Linda Graveline. We appreciate the hundreds of hours contributed by indi- vidual members of the Barbados Group, whose names are mentioned in the Authors’ Note. We also thank the staff and consultants of Vanto Group, who demonstrate amazing commitment to their clients, some of which is captured in this book. For her tireless support, we especially thank Halee Fischer-Wright, who took time away from her medical prac- tice and consulting engagements to manage our collaboration and key aspects of this book. We appreciate her taking all of that on and keeping us focused. Last, we acknowledge Werner Erhard, the developer of the original ideas on which much of this material is based. We

214 ACKNOWLEDGMENTS appreciate his commitment, intellectual effort, and support in key aspects of this book. To the extent that we got it right, we thank all of these individuals. To the extent that we missed the mark, we ask the indulgence of you, the reader.

The Authors Steve Zaffron is the CEO of Vanto Group, a San Francisco- based consulting firm specializing in designing and imple- menting large-scale initiatives that elevate organizational performance. Vanto Group has consulted more than three hundred organizations in twenty countries, including Apple, GlaxoSmithKline, Johnson & Johnson, Heinz Northern Europe, Reebok, Northrop Grumman, BHP-Billiton, Petro- bras, Telemar Brazil, and Polus Group Japan. A highly experienced international consultant, he has worked with top executives and has led programs for over a hundred thousand people worldwide. Steve has spoken as an expert in organizational transformation at the Harvard Business School, the Simon School of Business at the University of Rochester, and the Marshall School of Business at the University of Southern California. He is also a senior executive and board member with Landmark Education, where he spearheaded the design of The Landmark Forum, a program which has been attended by more than a million people. Steve holds a master’s degree from the University of Chica- go and graduated magna cum laude from Cornell University. 215

216 THE AUTHORS He loves skiing and jogging, has a passion for the martial arts, and plays classical music on the clarinet and jazz on the saxophone. He and his wife live in Miami, Florida. His adult son lives in Los Angeles. He can be reached at szaffron@threelaws.com. Dave Logan is on the faculty at the Marshall School of Busi- ness at the University of Southern California, where he teaches Management & Organization in the MBA program. From 2001 to 2004 he served as associate dean of executive education. During that time he started dozens of educational programs in companies in aerospace, commercial real estate, financial services, and health care. Dave is also cofounder and senior partner of CultureSync, a management consulting firm specializing in cultural change and strategy, whose clients include Intel, American Express, Charles Schwab, Prudential, and Health Net, as well as gov- ernments and major non-profits throughout the world. Dave has written three books, including the acclaimed Tribal Leadership (2008, with coauthors John King and Halee Fischer-Wright), and his work has been published in many academic and professional journals. He has been interviewed on most major networks, including CNN, Fox, and NBC. Dave has a Ph.D. in organizational communication from the Annenberg School at USC. He enjoys rock climbing and distance running and is an avid tennis player. He lives in Los Angeles with his wife, Harte, and their daughter. He can be reached at dlogan@threelaws.com.

Index A Abbott, Jennifer, 121 Achbar, Mark, 121 Adidas, 99 Ahrends, Chris, 23 AIDS, 9 Anderson, Ray, 109–110, 122 Authenticity: creating a crisis of, 157–161 B Bakan, Joel, 121 Bennis, Warren, 93–94, 110, 134, 143 BHP New Zealand Steel, 65–67, 88; default future, 70 Blakeslee, Sandra, 181 Blanking the canvas, 74–76 Block, Peter, 107, 123–124, 130–131, 135 Bohr, Niels, 170 Browne, Lee, 79, 164 Burke, Kenneth, 175, 177 Burns, Malcolm, 65–67, 70, 88 Business models: need for new models, 13–14 C Causation, 188–189 Churchill, Winston, 72, 171 Clutter, 41–42 Coaching, 202–203 Collins, Jim, 129 Committing, 81 Completion, 76–81 Conversational environment, 102–109; getting out of the stands, 199–200; network of conversations, 130–131, 194–195, 197; ongoing conversations with stakeholders, 131–133 The Corporation, 121 Corporations: rise of as individuals, 119–122 Correlation, 188–191 Crisis, creating a, 157–161 D Declaration, 81–82 Default future, 12–13, 70–71. See also Futures Defining moments, 146–149 Derrida, Jacques, 169 Descriptive language, 68–69, 74, 156. See also Language Dobson, Michael, 161–162 E The Ecology of Commerce (Hawken), 109–110 Einstein, Albert, 181–182 Elevated performance: seeing opportunities for, 182–185 Erhard, Werner, 105 217

218 INDEX F Feynman, Richard, 170, 171–172 Fireman, Paul, 94–99, 100–102, 104, 105, 108 First Law, 6–9; correlation, 188–191; exploring how the situation occurs to you and others, 186–188; and the future, 9–11; leadership corollary 1, 100–102; specific actions to take, 29–30. See also Occurrence Fischer-Wright, Halee, 136 Fox on the Rhine (Niles and Dobson), 161–162 Franklin, Benjamin, 71 The Future of Management (Hamel), 124 Future-based language, 68, 69, 129, 156; condition required for, 73–76; power of, 71–73. See also Completion; Declaration; Generative language; Language Futures: creating a new future, 196–197; default future, 12–13, 70–71; listening for the future, 111–112; principles for generating new futures, 84–88; someday future, 113–115 G Galileo, 181 Games: creating new, 200; finding the right coaching, 202–203; getting out of the stands, 199–200; making obstacles conditions of the games, 201; playing as if your life depended on it, 204–205 Generative language, 69, 156. See also Language Global warming of organizations, 123 Grib, Antoinette, 3–5, 8 Group rackets, 58. See also Rackets H Hamel, Gary, 124 Hand dance, 188–191 Harvard Business School, 51–56 Hawken, Paul, 109 Hawkins, Jeff, 181 Heinlein, Robert, 180 Hetrick, John, 80 Higher Aims to Hired Hands (Khurana), 137 HIV, 9 I Inauthenticity, 152 Incompletion, 77–78. See also Completion Insights: sharing, 201–202 Integrity, 105–108, 126–127, 131, 197 Internal voice, 44–45, 50 International Finance Corporation (IFC), 29 An Invented Life (Bennis), 143 J Jensen, Michael, 13, 51–56, 105 K Keller, Helen, 37–38, 171 Khurana, Rakesh, 137 King, Martin Luther, Jr., 71 The Knowing Doing Gap (Pfeffer), 32 Knowledge, 32 L LaBonte, Joseph, 96 Language, 36–38; descriptive, 68–69, 74, 156; experiencing at work, 194–195; exploring how language shapes how things occur to you, 191–194; future-based, 68, 69, 71–76, 129, 156; generative, 69, 156; knots of, 38–40; and self-led organizations, 125–127; speech acts, 81. See also Second Law Lasagna, Louis, 136, 138 Laws of Performance. See First Law; Second Law; Third Law Leaders: how they became who they are, 145–152; stepping forward, 128–130 Leadership corollaries, 99–100; leadership corollary 1, 100–102; leadership corollary 2, 102–109; leadership corollary 3, 109–112 Lentswe, 134–135 Life sentences, 150; overturning, 154–157; seeing into the

INDEX 219 constraints of, 152–153; what you have to give up, 161–163; who gives you the right, 165–168 Listening for the future, 111–112; encompassing the Self, 133–135 Lonmin Plc., 3, 5, 18–25, 133; default future, 70–71; Greater Lonmin Community, 135; and HIV/AIDS,9; March Initiatives, 25–27; Wonderkop meeting, 19–25. See also Mills, Brad M Magma Copper Company, 76–77, 87, 164 Makgale, Selinah, 3–5, 8 Management: self-led, 136–138 Marriage, 191 Mastery of the Three Laws, 169–170; exploring how language shapes how things occur to you, 191–194; exploring how the situation occurs to you and others, 186–188; having a say about how situations occur, 195–196; milestone 1, 175–180; milestone 2, 180–182; milestone 3, 182–185; milestone 4, 185; x-factor in, 171–174 Mattos, Jorge, 16 Mills, Brad, 11–14, 18–25, 29 Money, 191–192 Moody-Stuart, Mark (Sir), 131–132 Motivational speech, 72 N Nakauchi, Akio, 36, 60, 61–62. See also Polus Group Nakauchi, Keitaro, 36, 41, 43, 60, 61. See also Polus Group Nakauchi, Kojiro, 36. See also Polus Group Nakauchi, Toshimi, 33–35. See also Polus Group Native energies and desires, 143–144 Network of conversations, 130–131, 194–195, 197. See also Conversational environment New Zealand Steel. See BHP New Zealand Steel Niles, Douglas, 161–162 Nogxina, Sandile, 133 Northrop Grumman, 14–15, 85–87 O Occurrence: exploring how the situation occurs to you and others, 186–188; meaning of, 7; reinforcing, 17–18. See also First Law On Intelligence (Hawkins and Blakeslee), 181 Opportunities for elevated performance, 182–185 Organizations, 119–120; global warming of, 123; increasing pressures on, 122–123. See also Corporations; Self-led organizations P Past, the: filing in the past, 203–204 Patil, Arunaraje, 155–156 Payoffs, 46–47. See also Rackets Pearson, Larry, 151–152 Perception, 7 Performance barrier: commitments for breaking, 199–205 Petrobras, 15–17 Pfeffer, Jeffrey, 32 Phiri, Laolang, 9–11, 24, 27–28 Polus Group, 33–36, 38, 40–43, 48–50, 56–62, 167–168; default future, 70; replacing the default future, 82–84 Possibility, 81–82 Power of the future, 69–71 Problem-solution mass, 186–187, 196 Q Quality of life, 164–165 R Rackets, 45–47, 49, 57–58 Reality illusion, 7–8, 14 Reebok, 94–99, 106, 165–166 Reinforcing occurrence, 17–18 Resisting performance challenges, 18 River God (Smith), 172–173

220 INDEX Roosevelt, Franklin D., 72 Rost, Joseph, 94 S Salter, Mal, 51–54 Sampson, Ian, 66 Schwab, Charles M., 117–119 Second Law, 36; exploring how language shapes how things occur to you, 191–194; and Harvard Business School, 51–56; leadership corollary 2, 102–109; and the Polus Group, 48–50, 56–62; specific actions to take, 62–63. See also Language Self-led organizations, 123–127; finding an organization’s Self, 128–135; losing the Self, 135–136; management, 136–138 Senge, Peter, 123, 128–129 Sharing insights, 201–202 Sloan, Alfred, 124 Smith, Wilbur, 172–173 Someday future, 113–115 Speech acts, 81 Stranger in a Strange Land (Heinlein), 180 Subjective experience, 7 Succeeding with What You Have (Schwab), 117–118 T Taylor, Fredrick, 124 Teaching others, 185 Terministic screens, 175–180; building a new terministic screen, 180–182 The Corporation, 131 Third Law, 68; having a say about how situations occur, 195–196; leadership corollary 3, 109–112; specific actions to take, 88–89. See also Language Tinoco, Eraldo, 162–163 Transformation, 27–28 Tseka, Victor, 24 Tutu, Desmond, 29 Twain, Mark, 161–162 U Unsaid, the, 50 Unsaid and communicated without awareness, 40–42; unsaid but communicated, 39–40 UPS, 130 V Vanto Group, 16 W Wilson, Bolin, 145 Wonderkop: Lonmin meeting at, 19–25 X X-factor in mastery, 171–174 Y Young, Doug, 85–86 Z Zemeckis, Robert, 134