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40 CHAPTER 1

23 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), p. 15.
24 Steven D. Levitt and Stephen J. Dubner, Freakonomics: A Rogue Economist Explores the
Hidden Side of Everything (New York: HarperCollins, 2005), p. 13.
25 James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies
(New York: HarperCollins, 1994); Rob Goffee and Gareth Jones, “What Holds the Modern
Company Together?” Harvard Business Review, Nov.–Dec., 1996.
26 Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
(New York: Doubleday, 1990), p. 231.
27 The synthesis of being and becoming is often attributed to Alfred North Whitehead, Science
and the Modern World (New York: Free Press, 1967).
28 Cited in Marc Gunther, Faith and Fortune: The Quiet Revolution to Reform American Business
(New York: Crown Publishing, 2004), p. 124.
29 Paulo Coehlo, The Alchemist (New York: HarperCollins, 1988).
30 Lionel Trilling, Sincerity and Authenticity (Cambridge, Mass.: Harvard University Press,
1971), p. 1.
31 Peter Senge, The Fifth Discipline: The Art & Practice of The Learning Organization (New
York: Doubleday, 1990), p. xv.
32 Frans Johansson, The Medici Effect: What Elephants and Epidemics Can Teach Us About
Innovation (Boston: Harvard Business School Press, 2006), pp. 7, 47, 67–72, 82–3.
33 See, for example, two otherwise very different pieces that nevertheless agree that baseline
economic needs have to be met before environmental issues can be addressed: Bill McKibben,
Deep Economy: The Wealth of Communities and the Durable Future (New York: Henry Holt
& Co., 2007); Ted Nordhaus and Michael Shellenberger, Break Through: From the Death of
Environmentalism to the Politics of Possibility (New York: Houghton Mifflin Co., 2007).
34 Thomas L. Friedman, The World Is Flat: A Brief History of the Twenty-first Century (New
York: Farrar, Straus, & Giroux, 2005).
35 Richard Florida, The Rise of the Creative Class: And How It’s Transforming Work, Leisure,
Community, and Everyday Life (New York: Basic Books, 2002), pp. 15, 269.
36 Richard Sennett, The Corrosion of Character: The Personal Consequences of Work in the
New Capitalism (New York: W. W. Norton, 1998), p. 146.
37 Max De Pree, Leadership Is an Art (New York: Doubleday, 1987).
38 Richard Sennett, The Culture of the New Capitalism (New Haven, Conn.: Yale University
Press, 2006), pp. 195–6.
39 Max De Pree, Leadership Is an Art (New York: Doubleday, 1987), p. 42.
40 Ibid., p. 22
41 David W. Orr, The Nature of Design: Ecology, Culture, and Human Intention (New York:
Oxford University Press, 2002), pp. 104–117.
42 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. 101–4.
43 Cited in Marc Gunther, Faith and Fortune: The Quiet Revolution to Reform American Business
(New York: Crown Publishing, 2004), p. 72.
44 Michael Shuman, The Small-Mart Revolution: How Local Businesses Are Beating the Global
Competition (San Francisco: Berrett-Koehler Publishers, Inc., 2006), p. 87.
45 Bob Willard, The Sustainability Advantage: Seven Business Case Studies of a Triple Bottom
Line (Gabriola Island, B.C.: New Society Publishers, 2002), p. 34.