Here is a passage from my 2005 Bestseller, “The Translucent Revolution.”

Carolyn Anderson and John Zwerver, the founders of a UN-affiliated organization called Global Family, call this model of people working together “co-creation.” Anderson is the co-author of The Co-Creators Handbook. She defines co-creation as “co-participating consciously with the laws or patterns of life itself, conscious alignment with the essence of others and with nature.”

Anderson and Zwerver offer several other examples of co-creative businesses, where the CEO or president has come to a position of stewardship, drawing out and giving voice to the innate wisdom of the collective. For as long as we can remember, Iago-based business has used a dominator model.  Decisions are made by the CEO and senior management, who are retained by investors to represent their interests: to make as much money as possible. The dominator model of doing business may make money, but the hidden cost is high. First, everyone in the company, from middle management down to the shop floor, is placed in a position of subordination. Divorced from their own vision, their integrity and inspiration become entirely irrelevant in this ask-no-questions environment. If you want to keep your job, you don’t question company policy. People feel used. Absenteeism and job turnover rise, since those doing the hands-on work feel little or no loyalty to the company, to its reputation, or to what it produces.

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