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Tables of Contents for Car Launch
Chapter/Section Title
Page #
Page Count
Preface
xi
Acknowledgments
xxi
Cast of Characters
xxv
INTRODUCTION
1
18
Introduction
3
16
Themes of the Epsilon Learning History
3
2
How to read a learning history
5
2
Foreword
7
2
Epsilon's noticeable results, 1991--1994
9
2
Origins of Epsilons' learning project
11
8
CAR LAUNCH
19
94
Hard Results, Soft Concerns
21
20
Learning in the core team (Jan. 1992-Sept. 1992)
21
1
Box 2-1: What are systems archetypes?
22
2
Box 2-2: What are the ``ladder of inference'' and the ``left-hand column''?
24
2
The System Map (Learning Team Meeting, August, 1992)
26
1
Box 2-3: What are ``affinity diagrams'' and ``K.J.s''?
26
3
The transition to openness
29
1
Box 2-4: Problem solutions vs. problem articulation
30
2
Box 2-5: The core team's view of ``parts behind schedule''
32
2
Creating the atmosphere of trust and cooperation
34
3
Behavioral versus technical: a zero-sum game?
37
2
The dilemma of integrating process and engineering knowledge
39
2
Setting an Example of Non-Authoritarian Leadership
41
12
Leadership roles: Modeling new behavior
41
3
What made it possible for leaders to change their behavior effectively?
44
4
Modeling new behavior: ``I don't trust you.''
48
2
Damage from backsliding
50
3
Learning Labs: Teaching Techniques for Thinking Differently
53
20
Designing the learning labs
53
1
Box 4-1: What are ``learning laboratories''?
54
2
Box 4-2: Agenda for a learning lab
56
2
Choosing learning lab participants
58
1
The systems archetypes and ``systems thinking'' skills
58
2
Box 4-3: Mapping the ``tragedy of the power supply''
60
3
The ladder of inference and ``mental models'' skills
63
2
The ``Management Flight Simulators''
65
1
Box 4-4: What is a ``management flight simulator''?
66
2
Reinforcement: A learning room
68
1
Learning Labs: How did they contribute to the change process?
69
4
Combining Engineering Innovation with Human Relations: The Harmony Buck
73
12
Getting approval: building confidence to make a case for taking a risk
74
2
Box 5-1: What is a harmony buck process?
76
1
Implementation reveals resistance within the team
77
1
The harmony buck as a communication tool
78
1
Expanding the collaborators
79
3
The second harmony buck: approval and decline
82
3
Partnerships
85
6
The market research clinic
85
2
Collocation: Opening a new realm of issues
87
4
Process Innovation in the Context of a Large Organization
91
22
Positioning the purpose of the team
92
1
Engaging senior management
93
3
Evaluating Epsilon: Miscommunications and misunderstandings
96
3
Implementing the new ``change request'' policy
99
2
Epsilon is ``Out of control!''
101
3
Freezing and reducing the change requests
104
1
The early retirements
105
3
``In the end'': Assessing the influence of innovation
108
4
Appendix: Some initial questions for group discussions prior to moving forward with learning initiatives
112
1
COMMENTARIES
113
64
Practice Without Preaching
115
22
Peter Senge
Why the Battle Was Won, But the War Was Lost
137
12
Rosabeth Moss Kanter
Challenging the Catch-22 Inside Ourselves
149
28
George Roth
DISCUSSION GUIDE
177
36
A Reader's Guide for Using the AutoCo Epsilon Project Learning History in Organizations
179
34
The context of AutoCo Epsilon
181
4
Putting reflection on the corporate agenda
185
2
The learning history process
187
6
Learning theory and the learning history
193
2
The theory underneath the learning history
195
8
Guidelines for learning history conversations
203
10
Endnotes
213