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Tables of Contents for Quality Software Management
Chapter/Section Title
Page #
Page Count
Acknowledgments
iv
7
Preface
xi
 
I Managing Yourself
1
68
1 Why Congruence Is Essential to Managing
3
10
1.1 Knowing versus Doing
4
2
1.2 Law of Requisite Variety
6
1
1.3 The Importance of Congruent Management
6
1
1.4 The Number One Random Process Element
7
2
1.5 The Road Ahead
9
1
1.6 Helpful Hints and Suggestions
10
1
1.7 Summary
10
1
1.8 Practice
11
2
2 Choosing Management
13
13
2.1 Where the Payoff Is
14
1
2.2 The One-Dimensional Selection Model of Management
14
3
2.3 Effects of Applying the Model
17
3
2.4 Choice and Congruence
20
1
2.5 The Vision Behind the Choice
20
1
2.6 Helpful Hints and Suggestions
21
2
2.7 Summary
23
1
2.8 Practice
24
2
3 Styles of Coping
26
16
3.1 Coping Congruently: The Self, Other, and Context
27
1
3.2 Blaming
28
1
3.3 Placating
29
3
3.4 Superreasonable
32
1
3.5 Loving Hating
33
2
3.6 Irrelevant
35
1
3.7 The Role of Self-Esteem
36
3
3.8 Helpful Hints and Suggestions
39
1
3.9 Summary
39
1
3.10 Practice
40
2
4 Transforming Incongruence into Congruence
42
12
4.1 Congruent Behavior
42
3
4.2 Transforming Blaming into Assertive Behavior
45
1
4.3 Transforming Placating into Caring or Yielding Behavior
46
2
4.4 Turning Superreasonable into Focused and Reasonable Behavior
48
1
4.5 Changing Lovers Haters into Beneficial Alliances or Friendly Rivalries
49
1
4.6 Transforming Irrelevance into Funny or Creative Behavior
49
1
4.7 Helpful Hints and Suggestions
50
1
4.8 Summary
51
1
4.9 Practice
52
2
5 Moving Toward Congruence
54
15
5.1 Reframing Internal Messages
55
2
5.2 Dealing with Strong Feelings
57
3
5.3 Steps Toward Congruence
60
3
5.4 What Congruence Means to a Manager
63
1
5.5 Helpful Hints and Suggestions
64
2
5.6 Summary
66
1
5.7 Practice
67
2
II Managing Others
69
84
6 Analyzing the Manager's Job
71
14
6.1 Deciding and Appointing
72
3
6.2 Listening
75
1
6.3 Following Up
76
1
6.4 Evaluating Quality
76
1
6.5 Personnel Decisions
77
1
6.6 Administering
78
2
6.7 What Congruent Managers Do
80
1
6.8 Helpful Hints and Suggestions
81
1
6.9 Summary
82
1
6.10 Practice
83
2
7 Recognizing Preference Differences
85
13
7.1 Same or Equal?
85
1
7.2 Preferences
86
1
7.3 The Myers-Briggs Preferences
87
1
7.4 Getting Energy
88
1
7.5 Obtaining Information
89
1
7.6 Making Decisions
90
2
7.7 Taking Action
92
2
7.8 Why MBTI?
94
1
7.9 Helpful Hints and Suggestions
95
1
7.10 Summary
96
1
7.11 Practice
97
1
8 Temperament Differences
98
15
8.1 Four Kinds of Control
99
2
8.2 Understanding the Four Temperaments
101
4
8.3 Temperaments in Action
105
4
8.4 Temperaments As Tools for Understanding
109
1
8.5 Helpful Hints and Suggestions
109
1
8.6 Summary
110
2
8.7 Practice
112
1
9 Recognizing Differences As Assets
113
15
9.1 Why Differences Are Assets
113
1
9.2 Management by Selection Model
114
3
9.3 Management by Systematic Improvement Model
117
1
9.4 Cultures
118
1
9.5 Females and Males
119
2
9.6 Other Significant Differences
121
3
9.7 Helpful Hints and Suggestions
124
1
9.8 Summary
125
1
9.9 Practice
126
2
10 Patterns of Incongruence
128
10
10.1 Where Does the Time Go?
128
3
10.2 The Placating Pattern
131
2
10.3 The Blame Chain
133
1
10.4 The Addiction Cycle
134
2
10.5 Helpful Hints and Suggestions
136
1
10.6 Summary
136
1
10.7 Practice
137
1
11 The Technology of Human Behavior
138
15
11.1 The Search for a Model
139
1
11.2 The Satir Interaction Model
140
5
11.3 How Meaning Is Developed
145
2
11.4 Style versus Intent
147
1
11.5 The Skilled Technologist of Human Behavior
148
2
11.6 Helpful Hints and Suggestions
150
1
11.7 Summary
150
1
11.8 Practice
151
2
III Achieving Congruent Management
153
76
12 Curing the Addiction to Incongruence
155
11
12.1 Forcing the Addict to Stop
155
2
12.2 Punishment
157
2
12.3 Rescue
159
1
12.4 Co-Dependency or Co-Addiction
160
1
12.5 A Successful Cure
161
2
12.6 Helpful Hints and Suggestions
163
1
12.7 Summary
164
1
12.8 Practice
164
2
13 Ending the Placating Addiction
166
11
13.1 The Placating Organization
167
3
13.2 Transforming the Placating Organization
170
1
13.3 Making Placating Less Attractive
171
3
13.4 Remaining Steps
174
1
13.5 Helpful Hints and Suggestions
175
1
13.6 Summary
175
1
13.7 Practice
176
1
14 Ending the Blaming Addiction
177
13
14.1 The Blaming Organization
178
4
14.2 Criticism As Information
182
3
14.3 Prohibiting Blaming
185
1
14.4 Helpful Hints and Suggestions
186
1
14.5 Summary
187
1
14.6 Practice
188
2
15 Engaging the Other
190
13
15.1 Placating
191
2
15.2 Blaming
193
4
15.3 Superreasonable
197
1
15.4 Irrelevant
198
1
15.5 Loving and Hating
199
1
15.6 Helpful Hints and Suggestions
200
1
15.7 Summary
201
1
15.8 Practice
202
1
16 Reframing the Context
203
14
16.1 Reframing
204
2
16.2 Discontinuity of Language
206
1
16.3 Presuppositions
207
1
16.4 Monsterizing versus the Helpful Model
208
2
16.5 Choice of Expression
210
1
16.6 Responding to Blaming
211
2
16.7 Helpful Hints and Suggestions
213
1
16.8 Summary
214
2
16.9 Practice
216
1
17 Informative Feedback
217
12
17.1 Feedback
218
2
17.2 The Giver's Fact
220
1
17.3 Forms of Feedback
221
3
17.4 Softening the Pain
224
1
17.5 Helpful Hints and Suggestions
225
1
17.6 Summary
226
1
17.7 Practice
227
2
IV Managing the Team Context
229
48
18 Why Teams?
231
11
18.1 Teams Move Toward Perfection
232
2
18.2 Review Teams
234
4
18.3 Other Teams
238
1
18.4 Helpful Hints and Suggestions
239
1
18.5 Summary
240
1
18.6 Practice
241
1
19 Growing Teams
242
8
19.1 The Reusable Work Unit
242
1
19.2 The Maintenance Team
243
2
19.3 Examples of Team Performance
245
1
19.4 Management by Team Process Improvement
246
1
19.5 Helpful Hints and Suggestions
247
1
19.6 Summary
248
1
19.7 Practice
249
1
20 Managing in a Team Environment
250
14
20.1 The Manager's Role in a Team-Based Organization
251
1
20.2 Delegating Work
251
3
20.3 Controlling
254
5
20.4 Communicating with the Outside
259
2
20.5 Helpful Hints and Suggestions
261
1
20.6 Summary
261
2
20.7 Practice
263
1
21 Starting and Ending Teams
264
13
21.1 Forming Teams During a Crisis
264
2
21.2 Letting the Team Solve Problems
266
3
21.3 Dissolve Nonfunctioning Groupings
269
2
21.4 Helpful Hints and Suggestions
271
2
21.5 Summary
273
1
21.6 Practice
274
3
V Epilogue
277
2
Appendix A: Diagram of Effects
279
3
Appendix B: Satir Interaction Model
282
1
Appendix C: Software Engineering Cultural Patterns
283
7
Appendix D: Control Models
290
5
Appendix E: Three Observer Positions
295
2
Notes
297
10
Listing of Laws, Rules, and Principles
307
2
Author Index
309
2
Subject Index
311