Meet the author |
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xii | |
Foreword |
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xiii | |
Acknowledgements |
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xiv | |
Introduction |
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1 | (6) |
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And the leader is ... you! |
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1 | (1) |
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Transforming cultures with CEQ |
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1 | (1) |
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2 | (2) |
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Two books, but two parts of a whole |
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4 | (3) |
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7 | (66) |
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Chapter 1 Clumsy coaching |
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9 | (6) |
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9 | (1) |
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The five myths of coaching |
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10 | (1) |
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11 | (4) |
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Chapter 2 Coaching recalibration |
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15 | (18) |
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15 | (1) |
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16 | (1) |
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Trigger 2 Truly great feedback hurts |
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17 | (4) |
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Trigger 3 Come from curiosity, not judgement |
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21 | (2) |
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Trigger 4 Hold the person, not the problem |
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23 | (4) |
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Trigger 5 Take people out of their comfort zones |
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27 | (6) |
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Chapter 3 Embedding recalibrated coaching habits |
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33 | (11) |
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Our habits and their habits |
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33 | (5) |
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38 | (2) |
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40 | (1) |
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41 | (3) |
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Chapter 4 Coaching crafting |
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44 | (16) |
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44 | (1) |
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45 | (2) |
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47 | (2) |
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Trigger 6 Create right-brain thinking |
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49 | (4) |
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Trigger 7 Get their finest version to solve their problem |
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53 | (7) |
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Chapter 5 Coaching mastery |
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60 | (13) |
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From the sublime to the ridiculous |
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60 | (1) |
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60 | (6) |
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66 | (2) |
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68 | (1) |
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Teaching and knowledge transfer |
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69 | (1) |
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70 | (1) |
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71 | (1) |
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72 | (1) |
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73 | (52) |
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Chapter 6 Authentic leadership |
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75 | (13) |
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Authentic leadership -- it's not big and it's not clever |
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75 | (1) |
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Authenticity demands leadership |
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76 | (2) |
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78 | (2) |
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80 | (1) |
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81 | (2) |
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Directive v consensual leadership |
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83 | (5) |
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Chapter 7 Establishing the leader version of ourselves |
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88 | (27) |
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88 | (2) |
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Personal core values process |
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90 | (3) |
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93 | (8) |
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Establishing the `leader' version of ourselves |
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101 | (14) |
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Chapter 8 Matching ourselves to our roles |
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115 | (10) |
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115 | (1) |
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Now, what is the purpose of the role? |
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116 | (1) |
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Strategies and behaviours |
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117 | (2) |
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119 | (4) |
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Fernando -- nobleman or fool? |
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123 | (2) |
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125 | (40) |
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127 | (12) |
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When is a team a team and not merely a group? |
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127 | (1) |
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Coaching teams (aka facilitation) |
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127 | (4) |
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The purpose of teams within a business |
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131 | (1) |
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132 | (1) |
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133 | (1) |
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The three-dimensional matrix |
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134 | (2) |
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136 | (2) |
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Adapting theoretical models |
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138 | (1) |
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Chapter 10 The characteristics of high-performance teams |
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139 | (19) |
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1 Common purpose, inspiring vision, shared values, ambitious goals, great strategy |
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139 | (1) |
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2 Clear structure of roles and responsibilities |
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140 | (1) |
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3 Utter respect for each other as expert specialist professionals |
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141 | (5) |
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4 Acceptance of individual idiosyncrasies and personal circumstances |
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146 | (1) |
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5 Conflict embraced and used as a creative force |
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147 | (2) |
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6 Honesty valued as the most precious commodity |
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149 | (2) |
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7 Space honoured for rehearsal and celebration |
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151 | (2) |
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8 Team is individuals' place of sanctuary and solace |
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153 | (2) |
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9 A leader who is an honest coach and facilitator |
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155 | (1) |
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10 100 per cent commitment and personal subordination to the plan |
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156 | (2) |
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Chapter 11 Self-managed teams (SMTs) |
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158 | (7) |
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Principles of self-managed teams |
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158 | (3) |
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Why don't fish bump into each other? |
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161 | (2) |
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163 | (2) |
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165 | (46) |
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Chapter 12 Cultural change |
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167 | (9) |
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The three pillars of cultural change |
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167 | (3) |
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What is culture? More importantly, what is a `winning culture'? |
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170 | (1) |
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Why do we need to change? |
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170 | (3) |
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173 | (2) |
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The three classic mistakes and the two philosophical foundation stones |
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175 | (1) |
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Chapter 13 The cycle of ownership |
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176 | (7) |
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Five-stage `cycle of ownership' |
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176 | (5) |
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181 | (2) |
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Chapter 14 The eight steps of cultural change |
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183 | (28) |
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Step 1 Be honest about what happens if we don't change |
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184 | (1) |
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Step 2 Listen to customers and employees |
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185 | (1) |
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Step 3 Set clear intentions and symbolic goals |
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185 | (6) |
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Step 4 Slaughter some sacred cows |
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191 | (1) |
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Step 5 Police non-negotiable structures and processes |
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191 | (3) |
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Step 6 Turn the managers into coaches |
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194 | (1) |
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Step 7 Create champions and CI teams |
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195 | (5) |
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Step 8 Educate employees in the business model |
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200 | (3) |
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Cultural change project planning -- full steps example |
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203 | (8) |
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Section 5 Organisational strategies |
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211 | (61) |
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Chapter 15 The business management bit |
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213 | (19) |
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A plan that everyone owns |
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213 | (1) |
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214 | (2) |
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216 | (1) |
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The philosophy of rigid disciplines |
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217 | (2) |
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Key performance indicators |
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219 | (1) |
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219 | (3) |
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Team meetings and communications |
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222 | (1) |
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Management by objectives or OKRs |
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223 | (2) |
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225 | (3) |
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228 | (1) |
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Documents with status (I carry these next to my heart) |
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229 | (1) |
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229 | (3) |
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Chapter 16 Establishing a collaborative equity organisation |
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232 | (18) |
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What is `collaborative equity'? |
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232 | (1) |
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But what about the alternatives? |
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233 | (6) |
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Why haven't we listened to the voices before now? |
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239 | (2) |
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241 | (1) |
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Why a collaborative equity approach might just catch on now |
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242 | (3) |
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245 | (1) |
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Why collaborative equity is the `acceptable' solution |
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246 | (1) |
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The word of the moment is `toxic' |
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247 | (1) |
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248 | (2) |
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Chapter 17 This is all very well, but does it make more money? |
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250 | (22) |
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Example 1 Pendragon Pic (1998-2000) |
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250 | (7) |
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Example 2 Longwood Park (2003-2009) |
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257 | (3) |
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Example 3 B&Q (2013-2014) |
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260 | (1) |
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Example 4 SOFEA (2016 to date) |
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261 | (3) |
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Example 5 Produce World (2016) |
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264 | (3) |
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Example 6 Banbury Therapy Group (2009 to date) |
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267 | (4) |
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Cynics, sceptics and evangelists |
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271 | (1) |
Further Notes |
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272 | (3) |
Index |
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275 | |