Value-Directed Management: Organizations, Customers, and Quality

By Bernard Arogyaswamy; Ron P. Simmons | Go to book overview

10
CONCLUSION: VALUE FOR ALL SEASONS

RESOURCE LINKAGE: A GAIA ANALOGY

Everyone knows that the physical environment plays a big part in the quality of our lives. The indiscriminate discarding of plastic, glass and metal containers; the use of chlorofluorocarbons in refrigeration and in aerosol sprays; and the emission of carbon dioxide, methane, and other atmospheric pollutants are just a few of the many ways in which environmental changes (albeit engineered by humanity) affect and even limit our lives. Indeed, environmental shifts, such as the thinning out of the ozone layer and the greenhouse effect, have the potential for seriously altering not just the quality but also the course of life on the planet. Natural calamities such as volcanic eruptions, lightning induced fires, tidal waves, and floods in major river systems have over the centuries had a similar and lasting effect on living things both in a localized and planetary sense. Adaptation is probably the most popular and widely accepted model to describe the evolution of living things. As the environment changes, species and life forms that adapt most successfully are likely to flourish while those that fail to adapt would tend to be at a disadvantage in the survival sweepstakes. Plants, reptiles and mammals are all subject to the rule of survival through adaptation. The Gaia hypothesis, named after the Greek goddess personifying the earth, proposes a joint evolutionary process, one in which both the living (humans, animals, plants) and the nonliving (water, atmosphere, rocks) continuously act to change and adapt to each other. Just as living creatures adapt to their inanimate environments, the

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Value-Directed Management: Organizations, Customers, and Quality
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Figures xi
  • Preface xiii
  • Acknowledgements xvii
  • 1 - Foul Play or Fair Game? 1
  • Notes 11
  • 2 - The Many Faces of Value 15
  • Notes 33
  • 3 - A Strategy and Vision of Value 37
  • Notes 53
  • 4 - Interdependence: Eliminating Insulation 57
  • Notes 76
  • 5 - Integration: Creating a Shared Vision of Value 79
  • Notes 99
  • 6 - Involvement: Power Out, Value In 103
  • Notes 122
  • 7 - In Graining: Practical Ideals 125
  • Notes 159
  • Notes 177
  • 9 - Indicators: Evaluating the Ins 179
  • Notes 205
  • 10 209
  • Notes 214
  • Selected Bibliography 217
  • Index 223
  • About the Authors 231
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