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NARRATING VALUES, SHAPING VALUES, CREATING VALUE 39

6 Richard Sennett, The Corrosion of Character: The Personal Consequences of Work in the
New Capitalism (New York: W. W. Norton, 1998), pp. 119, 122.
7 Bill McKibben, Deep Economy: The Wealth of Communities and the Durable Future (New
York: Henry Holt & Co., 2007) pp. 95–96.
8 David C. Korten, When Corporations Rule the World (Bloomfield, Conn. and San Francisco:
Kumarian Press & Berrett-Koehler Publishers, 1995), p. 84.
9 See John Abrams, The Company We Keep: Reinventing Small Business for People, Com-
munity, and Place (White River Junction, Vt.: Chelsea Green, 2005), p. 158
10 Paul Hawken, Growing a Business (New York: Fireside Books, 1987), pp. 52, 93.
11 Marc Gunther, Faith and Fortune: The Quiet Revolution to Reform American Business (New
York: Crown Publishing, 2004); Nikos Mourkogiannis, Purpose: The Starting Point of Great
Companies (New York: Palgrave Macmillan, 2006).
12 Yvon Chouinard, Let My People Go Surfing: The Education of a Reluctant Businessman
(New York: The Penguin Press, 2005).
13 Bo Burlingham, Small Giants: Companies That Choose to Be Great Instead of Big (New
York: Portfolio, 2005); John Abrams, The Company We Keep: Reinventing Small Business for
People, Community, and Place (White River Junction, Vt.: Chelsea Green, 2005); Michael
Shuman, The Small-Mart Revolution: How Local Businesses Are Beating the Global Com-
petition (San Francisco: Berrett-Koehler Publishers, Inc., 2006).
14 Andrew Savitz and Karl Weber, The Triple Bottom Line: How Today’s Best-Run Companies
Are Achieving Economic, Social, and Environmental Success—and How You Can Too (San
Francisco: Jossey-Bass, 2006); Daniel C. Esty and Andrew S. Winston, Green to Gold: How
Smart Companies Use Environmental Strategy to Innovate, Create Value, and Build Com-
petitive Advantage (New Haven, Conn.: Yale University Press, 2006); Ray Anderson, Mid-
Course Correction: Toward a Sustainable Enterprise: The Interface Model (Atlanta: The
Peregrinzilla Press, 1998); Brian Natrass and Mary Altomare, The Natural Step for Business:
Wealth, Ecology, and the Evolutionary Corporation (Gabriola Island, B.C.: New Society
Publishers, 1999); Brian Natrass and Mary Altomare, Dancing With the Tiger: Learning Sus-
tainability Step by Natural Step (Gabriola Island, B.C.: New Society Publishers, 2002).
15 Ted Nordhaus and Michael Shellenberger, Break Through: From the Death of Environ-
mentalism to the Politics of Possibility (New York: Houghton Mifflin Co., 2007), pp. 8–9, 11,
257–60, 228–30. See also Amory Lovins, Winning the Oil Endgame: Innovation for Profits,
Jobs, and Security (Snowmass, Colo.: Rocky Mountain Institute, 2005).
16 Robert L. Reich, Supercapitalism: The Transformation of Business, Democracy, and Every-
day Life (New York: Alfred A. Knopf, 2007), p. 211.
17 David W. Orr, The Nature of Design: Ecology, Culture, and Human Intention (New York:
Oxford University Press, 2002), pp. 50–51.
18 Donella Meadows, “Places to Intervene in a System,” Whole Earth Magazine, Winter 1997.
19 Daniel C. Esty and Andrew S. Winston, Green to Gold: How Smart Companies Use Environ
mental Strategy to Innovate, Create Value, and Build Competitive Advantage (New Haven,
Conn.: Yale University Press, 2006), pp. 67–68.
20 Paul Hawken, Blessed Unrest: How the Largest Movement in the World Came into Being and
Why No One Saw It Coming (New York: Viking, 2007).
21 John Abrams, The Company We Keep: Reinventing Small Business for People, Community,
and Place (White River Junction, Vt.: Chelsea Green, 2005), p. 22.
22 Daniel C. Esty and Andrew S. Winston, Green to Gold: How Smart Companies Use Environ-
mental Strategy to Innovate, Create Value, and Build Competitive Advantage (New Haven,
Conn.: Yale University Press, 2006), p. 14.