The Disney Way Fieldbook: How to Implement Walt Disney¿s Vision of ¿Dream, Believe, Dare, Do¿ in Your Own Company: How to Implement Walt Disney¿s Vision of ¿Dream, Believe, Dare, Do¿ in Your Own Company

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McGraw Hill Professional, Aug 28, 2000 - Business & Economics - 408 pages
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Business people around the world raved about The Disney Way and Fortune proclaimed it, "so useful you may whistle while you work." Now, authors Bill Capodagli and Lynn Jackson are back to deliver a comprehensive, step-by-step implementation plan based on Walt Disney's principles outlined in the best-selling The Disney Way.

The Disney Way Fieldbook provides action plans for instilling Disney's vision into any company, complete with diagnostic exercises, practice sessions, proven advice, and insightful questionnaires. Packed with universally applicable tools and techniques, the book also features inspiring quotes from Walt Disney himself and little known facts about his extraordinary empire.

 

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Contents

Island Crossing
187
Spider Web
193
Acid River Exercise
198
Trust Fall
203
What to Do When You Miss the Mark
209
Do
213
Storyboard Technique
215
Personal Development Planning
221

Vision Align
46
Demonstrating Dreamovations
58
Believe
63
Bridge Building
65
Customer Service Checkup
76
Getting Intimate with Customers
86
Code of Conduct
87
Lasting Partnerships
91
Supplier Partnership Case Study
95
Groupthink
96
The Dime Exercise
101
MyersBriggs Type Indicator Team Bullet
108
MyersBriggs Type Indicator Team Breakouts
116
The Kidney Exercise
122
Broken Squares Exercise
135
Be Here Now Exercisee
142
Team Celebrations
145
Dare
147
Stages of Excellence
149
Paradigms A Blueprint for Success
162
Resolving Conflict Peacefully
167
Beam Exercise
172
Blind Walk
178
All Aboard
182
Personal Development Planning Behavioral Styles FollowUp Exercise
256
Performance Learning Cycle
259
If You Perceive It You Believe It
262
Q24 Leadership Assessment
265
Natural Work Team Leader Checklist
279
Team Effectiveness Survey
283
The Bead Factory
294
Target Gane
306
OnetoOne Feedback Exercise
312
Process Evaluation
317
PET Costing
353
Time Is Money
354
Guidelines in Selecting Key Business Process Priorities
355
The Six Steps to Problem Solving
356
Categories of Waste
357
Benchmarking the Best
358
Mirror Mirror on the Wall Who is the Best of All?
367
Bad Show versus Good Show The Real Cost
368
Cards R Us Exercise
375
Getting the Best Results from Meetings
394
Encore
399
Bibliography
401
Index
405
Copyright

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Common terms and phrases

Popular passages

Page 369 - No man is an island, entire of itself; every man is a piece of the continent, a part of the main. If a clod be washed away by the sea, Europe is the less, as well as if a promontory were, as well as if a manor of thy friends or of thine own were.
Page 97 - groupthink" as a quick and easy way to refer to a mode of thinking that people engage in when they are deeply involved in a cohesive ingroup. when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.
Page 27 - In the beginning was the plan and then came the assumptions and the assumptions were without form and the plan was completely without substance and darkness was upon the faces of the workers. And they spake unto their group heads, saying: "It is a crock of shit, and it stinketh.
Page 136 - Humpty Dumpty sat on a wall. Humpty Dumpty had a great fall. All the king's horses and all the king's men, Couldn't put Humpty together again.
Page 59 - A journey of a thousand miles must begin with a single step.
Page 27 - It is a container of excrement, and it is very strong, such that none may abide by it." And the Managers went unto their Directors, saying, "It is a vessel of fertilizer, and none may abide its strength." And the Directors spoke among themselves, saying to one another "It contains that which aids plant growth, and it is very strong.
Page 224 - It leaves people bitter, others despondent and dejected, some even depressed, unfit for work for weeks after receipt of rating, unable to comprehend why they are inferior. It is unfair, as it ascribes to the people in a group differences that may be caused totally by the system that they work in.
Page 193 - If you're not part of the solution, you're part of the problem.
Page 9 - Somehow, I can't believe there are many heights that can't be scaled by a man who knows the secret of making dreams come true.
Page 177 - Problems cannot be solved at the same level of awareness that created them.

About the author (2000)

Bill Capodagli and Lynn Jackson (Indianapolis, IN) are managing partners of Capodagli Jackson Consulting and the authors of The Disney Way. They give seminars around the world on how to implement the Disney Way in any company.

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