List of Illustrations for Quantum Organizations

(See Full-Color Figures for examples.)

Figures in Chapter 2—The New Organization
  1. 2.1    Spacetime as String-Based Waves and Particles
  2. 2.2    Radiating Energy Through Vibrating Spacetime
  3. 2.3    Creating Forces and Forms via Superstrings
  4. 2.4    Nonordinary States of Consciousness
  5. 2.5    Ordinary States of Consciousness
  6. 2.6    The Two Hemispheres of the Human Brain
  7. 2.7    Weakening/Losing Connections in the Brain
  8. 2.8    Strengthening/Adding Connections in the Brain
  9. 2.9    The Evolving Paradigm in the Mind
  10. 2.10   The Newtonian Organization
  11. 2.11   The Quantum Organization
  12. 2.12   Identifying the Transformation Gap
  13. 2.13   The Components and Context of Transformation
  14. 2.14   Organizing Change Initiatives
  15. 2.15   The Evolution of Consciousness
  16. 2.16   Sequencing the Evolution of Consciousness
  17. 2.17   Sequencing the Components of Transformation
  18. 2.18   The Eight Tracks to Self-Transformation
  19. 2.19   Scheduling the Eight Tracks
  20. 2.20   The Eight Tracks as Quantum Channels
  21. 2.21   Closing the Transformation Gap
Figures in Chapter 3—Quantum Infrastructures
  1. 3.1    The Five Steps of Problem Management
  2. 3.2    The Five Errors of Problem Management
  3. 3.3    A Single Decision Tree for a Simple Problem
  4. 3.4    Multiple Trees for Complex Problems
  5. 3.5    Creating New Decision Trees and Mental Categories
  6. 3.6    The Quantum Forest of Decision Trees
  7. 3.7    Stakeholders for an Initial Conclusion
  8. 3.8    Stakeholders for Strategic Change
  9. 3.9    Surfacing Assumptions for Each Stakeholder
  10. 3.10   Distinguishing Assumptions by Their Importance
  11. 3.11   Distinguishing Assumptions by Their Certainty
  12. 3.12   The Assumption Matrix for Classifying Assumptions
  13. 3.13   Revising the Assumption Matrix
  14. 3.14   Deducing the New Conclusion
  15. 3.15   A Summary of Assumptional Analysis
Top of Page
Figures in Chapter 4—Formal Systems
  1. 4.1    Defining the Problem Management Organization
  2. 4.2    Forming the Problem Management Organization
  3. 4.3    C-Groups and an S-Group in a PMO
  4. 4.4    Analysis and Action in a PMO
  5. 4.5    Aligning All Systems
  6. 4.6    Deploying All Systems
  7. 4.7    A Holistic Model of Formal Systems
  8. 4.8    Core Competencies and Decision Trees
  9. 4.9    Core Competencies and New Industries
  10. 4.10   Balancing the Present and the Future
  11. 4.11   Designing Structural Forms
  12. 4.12   Subunit Interactions and Processes
  13. 4.13   Three Types of Task Flow
  14. 4.14   The Best Structural Form
  15. 4.15   The Worst Structural Form
  16. 4.16   Deploying Structural Forms at Three Interfaces
  17. 4.17   Translating Task Flow into Process Management
Top of Page
Figures in Chapter 5—Process Management>
  1. 5.1    Defining the Process Chain
  2. 5.2    Extending the Process Chain
  3. 5.3    Experiencing Quality Problems Downstream
  4. 5.4    Addressing Quality Problems Upstream
  5. 5.5    Experiencing Cycle Time
  6. 5.6    Addressing Cycle Time
  7. 5.7    Basic Symbols for Drawing Flowcharts
  8. 5.8    Special Symbols for Drawing Flowcharts
  9. 5.9    Describing Processes with Basic Symbols
  10. 5.10   Three Types of Value-Added Activities
  11. 5.11   Describing Processes with Special Symbols
  12. 5.12   Redesigning the Old Process
  13. 5.13   Describing the New Process
  14. 5.14   Defining a Quantum Target
  15. 5.15   Perfectly On-Target
  16. 5.16   Completely Off-Target
  17. 5.17   Normal Random Variation
  18. 5.18   From Target Practice to a Normal Distribution
  19. 5.19   Standard Terms for a Normal Distribution
  20. 5.20   The Control Limits for the Third Band
  21. 5.21   From a Static to a Dynamic Picture of Data Points
  22. 5.22   The Process Control Chart
  23. 5.23   An Out-of-Control Process
  24. 5.24   Nonrandom Trends and Spikes
  25. 5.25   From Out of Control to Under Control
  26. 5.26   A Noncapable Process
  27. 5.27   A Capable Process
  28. 5.28   The Quality Loss Function
  29. 5.29   Another Look at Fast Cycle Time
  30. 5.30   Improving a Process
  31. 5.31   Seven Quality Tools for Process Improvement
  32. 5.32   Gradual Improvement Within Management Functions
  33. 5.33   The Filled Space Between Management Functions
  34. 5.34   A Horizontal Organization of Business Processes
  35. 5.35   The Filled Space Between Business Processes
  36. 5.36   Self-Managing Processes Within/Across Subunits
  37. 5.37   Extensive Cross-Functional Task Flow
  38. 5.38   Describing Cross-Functional Processes
  39. 5.39   From Fragmented Functions to One Business Process
  40. 5.40   Global Technologies That Transform Task Flow
  41. 5.41   Reengineering a Business Process
  42. 5.42   Three Interfaces for Process Management
  43. 5.43   Organizing for Radical Improvement
  44. 5.44   An SBU's Tapestry of Value-Added Processes
  45. 5.45   The Core and SBUs of a Quantum Organization
  46. 5.46   The Valuable Consequences of Self-Transformation
Top of Page
Figures in Chapter 6—Critical Success Factors
  1. 6.1    Ego Energy and Coping with Loss
  2. 6.2    Spirit as the Creation of Spacetime
  3. 6.3    Spirit as Formless Emptiness
  4. 6.4    Human Forms Evolve to Know Spirit
  5. 6.5    Human Forms as Self-Aware Spirit
  6. 6.6    The Four Manifestations of Spirit
  7. 6.7    Spirit Becomes More Aware of Itself
  8. 6.8    Spirit and Self-Transformation
Top of Page