The new management models : what they say and what's needed to pull them off -- The artifact of mind insight -- The outsider's perspective or "if you're from out of town you must be an expert" -- Giving advice and feedback are inherently political activities -- Mind-set sensitivity : the importance of knowing how the other person reasons and the importance of the other person knowing that you know -- Understanding what personal competence means : the alignment model of empowerment -- Discerning alignment strategies and mind-sets that derive from them -- Gaining control by relinquishing it -- Getting people interested in the feedback you have to give -- Mismatches in levels of feedback sent and received -- Different levels of influence and advice and the categories of interaction they create -- Breakthrough learning -- Assessing the feasibility of achieving breakthrough-learning results -- Perspectives to keep in mind when participating in breakthrough-learning interactions -- Breakthrough learning : case study and exam -- Performance evaluation : the capstone event in giving feedback and advice -- Breaking out of the program -- How the artifact of mind insight instructs us to act.