| Introduction |
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13 | (4) |
| PART I: THE PROBLEMS |
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17 | (44) |
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19 | (14) |
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Moral: Philip II: The Failure of Positive Thinking |
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33 | (12) |
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The Open Mind That Leads to the Right Closure |
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Premises as Tools, Not Traps |
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Moral: Marshall Grouchy and the Battle of Waterloo |
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45 | (16) |
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Basics and Dynamics: The Differences |
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Basics: For Stability and Predictability |
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Dynamics: For Change and Unpredictability |
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Basics and Dynamics: The Applications |
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Basics and Dynamics Throughout History |
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Moral: The Battle of Jena--Lost by a Dead King |
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| PART II: THE SOLUTIONS |
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61 | (66) |
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4. Mastery of Change--The Qualities |
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63 | (24) |
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Moral: Cesare Borgia: The Disastrous Model of Machiavelli's Prince |
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5. Mastery of Change--The Special Abilities |
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87 | (26) |
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The Three Criteria of Mastery: Effective, Intelligent, and Responsible |
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Logos, Pathos, Ethos: The Means to Power and Mastery |
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Common Sense--As Important as Uncommon Sense |
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Contextual Thinking: The Neglected Force in Mastery |
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Moral: Jefferson: Inconsistency, Pure Luck, and the Exogenous |
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6. Mastery of Change--The Character |
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113 | (14) |
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A Good Man or Woman Leading Well |
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Mastery of Human Potential |
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Commitment to Human Dignity |
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Establishing a Meritocracy |
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The Escalating Imperative for Ethos |
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Moral: The Ethos of Disraeli and of the British Empire |
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| PART III: THE FUTURE |
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127 | (34) |
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7. The Humanist Corporation |
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129 | (20) |
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Growth and Development in the Humanist Corporation |
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The Humanist Corporation and Economic, Social, and Political Responsibility |
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Moral: Egypt--The Civilization That Would Not Change |
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149 | (12) |
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Business Needs in the New World |
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Creation of Solutions and Actions |
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| Models of Great Leadership |
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161 | (2) |
| Recommended Bibliography |
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163 | (3) |
| About the Authors |
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166 | (1) |
| Index |
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167 | |