NOTES – Defying doom


Step 1

[1] Morgan, G. (1997), Images of Organizations, Thousand Oaks, CA, USA, SAGE Publications.

[2] Suzuki, D. (2010), The Legacy: An Elder’s Vision for Our Sustainable Future. Vancouver, BC, Canada, Greystone Books.

[3] Kotter, John P. (2008) A Sense of Urgency, MA, USA, Harvard Business Press.

[4] Scharmer, O., Kaufer, K. (2013), Leading from the Emerging Future 5 (1st Ed.). San Francisco, CA, USA, Berrett-Koehler Publishers, Inc.

[5] Harvard Business School 1979

[6] Argyris, C. (1993), Knowledge for Action, Jossey-Bass.

[7] Doing my research I found that there is still some debate around who actually preformed the experiment, when and under what circumstances. In any case, the example still holds.

Step 2

[1] Sustaining Executive Performance (SEP) can be further explored in the 2012 Journal of Management Development paper “Towards whole person learning through sustainable executive performance” (Vol. 31; No. 3) written by Sustainable Executive Academy founder and CEO Steven MacGregor together with Katherine Semler, as well as a 2013 Forbes interview “Sustainable change needs sustainable leaders”.

[2] Belenky, F.M., Clinchy, M.B., Goldberger, R.N., Tarule, M.J. (1986), Women’s Ways of Knowing (10th ed.). Page 16. Park Avenue South, NY, USA, Basic Books.

[3] Spacks, P. (1982), In Praise of Gossip, Hudson Review, 35, 19–38.

Case study. Telefónica

[1] All information on the financial situation of the company and other relevant facts has been taken from the Investors section of the official website

Case study. Apple

[1] All information regarding Apple has been obtained from Walter Isaacson’s book on Steve Jobs.