Getting It Right: Notre Dame on Leadership and Judgment in Business -- Contents -- Acknowledgments -- Introduction: SOLVE THE PROBLEM -- Back from the Brink: A Cautionary Tale -- Problem Solving-An Underrated Leadership Skill -- The Misunderstood Role of Values in Problem Solving -- To Be a Successful Executive, Make Values-Based Problem Solving a Habit of Mind -- How to Use This Book -- Our Signs of Success -- Part I: DISCOVERING SOLUTIONS -- Chapter 1: STARTING FROM VALUES -- A Tale of Values Conflicts -- Values and Problem-Solving Efforts -- Articulating Your Own Bedrock Values -- Organizational Commitment to Norms -- Resolving Inevitable Conflicts -- Bill's Decision and Lessons for the General Manager -- Integrity in Problem Solving -- Chapter 2: WHAT REALLY IS THE PROBLEM HERE? -- Starting to Diagnose the Problem -- Our Iterative, Hypothesis-Driven Approach -- Problem-Solving Step 1: Defining the Problem and Generating a Hypothesis of the Solution -- Problem-Solving Step 2: Disaggregating the Problem into Issues -- Problem-Solving Step 3: A Detailed Work Plan -- For Problem Solvers Working Solo -- In Short, More Erasers Than Pencils -- Chapter 3: PRIORITIES -- Prioritization in Action -- Setting Aspirations -- Criteria for Prioritization -- A Disciplined Managerial Habit -- Chapter 4: ONE PERCENT INSPIRATION -- The Electric Town Case and Creativity -- Why Creativity Is Hard -- Creativity from Conscious Planning -- The General Manager's Challenge -- Chapter 5: NINETY-NINE PERCENT PERSPIRATION -- Discovering Pragmatic Solutions -- Delta versus Omega for the AMCC Contract -- Where Sweat Really Pays -- Chapter 6: HOW TO TELL THE STORY -- Storylines: How to Write Them -- Storylines: With Whom to Communicate Them -- Storylines: How to Communicate Them -- Stories, Discernment, and Better Decisions -- Part II: MOVING FROM ANALYSIS TO ACTION.

Chapter 7: THE BUSINESS CASE -- The Call to Arms -- Dark Days in Capri -- The Business Case-A Tool for Pressure-Testing Solutions -- Five Steps to a Business Case -- From Business Case to Decision: Failure at Capri? -- A Tool and a Caution -- Chapter 8: WHEN GOOD ENOUGH IS BOTH -- To Buy or Not to Buy? -- Intelligent Trade-offs Between Analysis and Action -- FPE and the Green Bay Sorter -- Yes, But How Do I Really Know? -- Persevering Through the "Wallow Curve," and Other Advice -- Part III: DRIVING THE SOLUTION THROUGH THE ORGANIZATION -- Chapter 9: FRAILTY, FORTITUDE, AND A LEADER'S COMMITMENT -- Moving from Problem Analyst to True Problem Solver -- Assessing a Leader's Commitment to a Proposed Solution -- The Challenge of Change at MedTech -- Risk, Frailty, and Empathy -- Chapter 10: BULLDOZE THE BARRIERS -- Submariners Under Attack -- Major Barriers to Implementation of Solutions -- The Barriers at Global GasCo's East Coast Operations -- Overcoming Resistance from All Sides -- Be Prepared to Slog -- Chapter 11: THE TOILS OF SISYPHUS -- Back at Capri -- Driving Implementations of New Solutions -- Implementation Lessons at Capri -- The Cost of Change -- Conclusion -- Parting Reflections on Values and Habits of Mind -- Handling the Limits -- Problems as Opportunities in Disguise -- Notes -- About the Authors -- Index.