Notes
Chapter 1
1. We originally heard this story from Marshall Ganz at the Harvard Kennedy School, who was part of Cesar Chavez’s extended team and later applied the lessons when training organizers for Barack Obama’s first presidential campaign. This version of the story comes from Jeffrey David Stauch, Effective Frontline Fundraising: A Guide for Nonprofits, Political Candidates, and Advocacy Groups (Berkeley, CA: Apress, 2011).
2. Paul Hawken. The Ecology of Commerce: A Declaration of Sustainability (New York: Harper Business, 1993).
3. You can read more about Ray Anderson in his books Mid-Course Correction: Toward a Sustainable Enterprise: The Interface Model (Atlanta: Peregrinzilla Press, 1998); and Confessions of a Radical Industrialist: Profits, People, Purpose—Doing Business by Respecting the Earth, with Robin White (New York: St. Martin’s Press, 2009).
4. The algorithms that search engines and social networks use to filter content for “relevance” can contribute to this phenomenon by showing us only news and views that confirm our beliefs. See Eli Pariser’s book The Filter Bubble: What the Internet Is Hiding from You (New York: Penguin Press, 2011).
5. The classics include Machiavelli’s The Prince and Sun Tzu’s The Art of War. But many authors have applied their lessons in contemporary contexts, bolstered by contemporary research on the psychology of power and influence. See Jeffrey Pfeffer, Power: Why Some People Have It and Others Don’t (New York: Collins Business, 2010); and Robert B. Cialdini, Influence: The Psychology of Persuasion (New York: Collins, 2007).
6. See the idea of “Best Alternative to Negotiated Agreement,” or BATNA, in Roger Fisher, William Ury, and Bruce Patton, Getting to Yes: Negotiating Agreement without Giving In (New York: Penguin Books, 1991).
7. Daniel C. Esty and Andrew S. Winston. Green to Gold: How Smart Companies Use Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage (New Haven, CT: Yale University Press, 2006).
8. George Lakoff, The All New Don’t Think of an Elephant! Know Your Values and Frame the Debate (White River Junction, VT: Chelsea Green Publishing, 2014).
Chapter 2
1. Oxford Dictionaries, s.v. “authentic,” accessed April 10, 2016, https://en.oxforddictionaries.com/definition/authentic.
2. We love our dogs. Just for fun, as a student at Yale’s Center for Industrial Ecology, Gabriel calculated a rough footprint of the food eaten by his dog Delft using SimaPro, a life-cycle analysis software tool. The environmental cost of Delft’s dog food was equivalent to swapping out his hybrid Civic for a Hummer. Now, several years later, both Jason and Gabriel have two children each and their dogs. Two kids plus a large dog often has us driving an SUV or a van instead of a sedan, which effectively doubles our dogs’ footprints. As young environmentalists, we thought dogs were good, SUVs were bad. Turns out the world is more complicated than that.
3. Our model of static and dynamic authenticity is inspired by existential philosophy. For a pragmatic exploration of this idea, see Viktor Frankl’s Man’s Search for Meaning, in which he shares the idea that “everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way.” Victor E. Frankl, Man’s Search for Meaning (Boston: Beacon Press, 2006).
For a summary of existential philosophy on authenticity and being, see Steven Crowell, “Existentialism,” Stanford University Encyclopedia of Philosophy, August 23, 2004, http://plato.stanford.edu/entries/existentialism/#Aut.
4. Oxford Dictionaries, s.v. “authentic.”
5. See Werner H. Ehrhard, Michael C. Jensen, and Kari L. Granger, “Creating Leaders: An Ontological/Phenomenological Model,” chap. 16 in The Handbook for Teaching Leadership: Knowing, Doing, and Being, eds. Scott A. Snook, Nitin Nohria, and Rakesh Khurana (Thousand Oaks, CA: SAGE Publications, 2012). Abstract available at SSRN, https://ssrn.com/abstract=1881682.
Chapter 3
1. A being or ontological inquiry in pursuit of a better world is far from a new idea. Psychoanalyst Erich Fromm identified our Western focus on having rather than being as a core challenge to the flourishing of individuals and the sustainability of humanity. Scholars John Ehrenfeld and Isabel Rimanoczy have more recently emphasized a prioritization of being before doing as a core shift in mindset that allows leaders to craft a better world.
2. See Robert Kegan and Lisa Lahey’s work, particularly Immunity to Change, which offers further tools and a process for reflection and personal development. Robert Kegan and Lisa Laskow Lahey, “Uncovering the Immunity to Change,” chap. 2 in Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Boston: Harvard Business Press, 2009).
3. The word cloud was created from the responses of workshop participants. The size of the word represents the frequency of its occurrence in participant responses.
4. Adapted from Nadia Y. Bashir et al., “The Ironic Impact of Activists: Negative Stereotypes Reduce Social Change Influence,” European Journal of Social Psychology 43, no. 7 (2013): 614–626, doi:10.1002/ejsp.1983.
Chapter 4
1. Saul D. Alinsky, Rules for Radicals: A Practical Primer for Realistic Radicals (New York: Vintage Books, 1989).
2. The pitfall model is inspired by several self-reflective communication models that help people identify their bait, payoff, or secondary gain. The first is developmental psychologists Kegan and Lahey’s model of “visible commitments” and “competing commitments.” This model is available in their books How the Way We Talk Can Change the Way We Work and Immunity to Change.
The second is the idea that people get under-the-table payoffs for maintaining the status quo, from Steve Zaffron and David Logan, The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (San Francisco: Jossey-Bass, 2009), 58.
Crucial Conversations also mentions payoffs and is a resource we recommend. We chose to create a new terminology and metaphor to focus attention on the collective aspect of pitfalls—they are common among advocates for a better world, often shared by members of a community or movement. Kerry Patterson et al., Crucial Conversations: Tools for Talking When the Stakes Are High (New York: McGraw-Hill, 2012).
3. Idries Shah, “How to Catch Monkeys,” in Tales of the Dervishes: Teaching-Stories of the Sufi Masters over the Past 1000 Years (London: Octagon Press, 1982), 29.
4. Showing a video of a monkey getting trapped by a hunter is not always a great fit for any audience! Fortunately, the hunter’s purpose in this video is to feed the monkey salty foods, release him, and then chase him as he leads the way to a secret source of spring water. “The Monkey Trap Is Not a Lemmings Myth,” YouTube, posted by Russell Wright, October 13, 2011, https://www.youtube.com/watch?v=oAyU6wZ_ZUg.
5. See Kegan and Lahey, “Uncovering the Immunity to Change.”
6. Chris Argyris, in his study of why people resist feedback and learning in organizations, identified a similar list of motivations: people seek to be in control, to maximize winning, to suppress negative feelings, and to be rational. Chris Argyris, Teaching Smart People How to Learn (Boston: Harvard Business Press, 2008).
Chapter 5
1. Instead, consider that everyone is internally motivated and inquire into what internally motivates you and what internally motivates others. For support in this journey, see Susan Fowler’s Why Motivating People Doesn’t Work . . . and What Does (San Francisco: Berrett-Koehler, 2014).
2. For a deeper inquiry into the linkages between positive psychology and creating a better world, see Gabriel B. Grant, “Transforming Sustainability,” Journal of Corporate Citizenship 2012, no. 46, 123–137, doi:10.9774/gleaf.4700 .2012.su.00008.
3. Scharmer, C. Otto, Theory U: Leading from the Future as It Emerges (San Francisco: Berrett-Koehler, 2009).
4. Special thanks to Barrett Brown for the meditation in exercise 17. He crafted the first variation for a workshop at the 2014 Flourish and Prosper Conference.
5. The word cloud was created from the responses of workshop participants. The size of the word represents the frequency of its occurrence in participant responses.
6. Scharmer, Theory U.
Chapter 6
1. For peer-reviewed research on the elements of good apologies, see Karina Schumann, “An Affirmed Self and a Better Apology: The Effect of Self-Affirmation on Trans gressors’ Responses to Victims,” Journal of Experimental Social Psychology 54 (2014): 89–96, doi: 10.1016/j.jesp.2014.04.013.
For a fantastic guidebook on effective apology, see John Kador, Effective Apology: Mending Fences, Building Bridges, and Restoring Trust (San Francisco: Berrett-Koehler, 2009).
2. Halfhearted apologies may backfire on you. Take full responsibility if you are committed to moving forward. See Jennifer K. Robbennolt, “Apologies and Legal Settlement: An Empirical Examination,” Michigan Law Review 102, no. 3 (2003): 460–516, doi:10.2307/3595367.
3. Research documents the psychological payoffs. By not apologizing, you can feel in control and better about yourself in the moment. Tyler G. Okimoto, Michael Wenzel, and Kyli Hedrick, “Refusing to Apologize Can Have Psychological Benefits (and We Issue No Mea Culpa for This Research Finding),” European Journal of Social Psychology 43, no. 1 (2012): 22–31, doi:10.1002/ejsp.1901.
4. Gabriel cofounded the Byron Fellowship Educational Foundation to activate emerging leaders, engaging their unique abilities to cultivate generative efforts within their own communities (www.byronfellowship.org).
Chapter 7
1. Dan Kahan at Yale’s Cultural Cognition Project has shown how values and ideology can shape people’s perception of technological and environmental risks. Conservatives systematically underestimate the risk of climate change, while liberals systematically overestimate the risk of nuclear power and concealed handguns. Dan M. Kahan, Hank Jenkins-Smith, and Donald Braman, “Cultural Cognition of Scientific Consensus,” SSRN Electronic Journal, doi:10.2139/ssrn.1549444.
2. Haidt’s book The Righteous Mind is a fantastic resource, inviting readers to explore the emotional, cultural, and evolutionary foundations of our morality and politics, building on decades of research into cultural and political psychology. Jonathan Haidt, The Righteous Mind: Why Good People Are Divided by Politics and Religion (New York: Pantheon Books, 2012).
3. “Carl the Cuck Slayer vs Van Jones,” Van Jones interview by Owen Shroyer, YouTube, posted by TheInfowarrior, July 21, 2016, https://www.youtube.com/watch?v=sjtENUXgZIY.
4. We’ve changed the specifics of the graphs to simplify them and make them more general than the investment management context.
Chapter 8
1. Tom Kludt, “Mike Pence Appears at Odds with Trump on Climate Change,” CNN, September 27, 2016, http://www.cnn.com/2016/09/27/politics/mike-pence-donald-trump-climate-change-trade/.
2. For more exploration of the idea of creative tension, see Peter Senge’s book The Fifth Discipline and the fieldbooks that follow it. Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday/Currency, 1990). Also see Robert Fritz’s work that was Senge and his team’s original inspiration. Robert Fritz, The Path of Least Resistance: Learning to Become the Creative Force in Your Own Life (New York: Ballantine, 1989).
3. John Tillman Lyle, Regenerative Design for Sustainable Development (New York: John Wiley, 1994); John R. Ehrenfeld and Andrew J. Hoffman, Flourishing: A Frank Conversation about Sustainability (Stanford, CA: Stanford Business Books, 2013); and Yossi Sheffi, The Power of Resilience: How the Best Companies Manage the Unexpected (Cambridge, MA: MIT Press, 2015).
4. The word cloud was created from the responses of workshop participants. The size of the word represents the frequency of its occurrence in participant responses.
5. Rumi, The Essential Rumi, trans. Coleman Barks (San Francisco: Harper, 1995).
6. John R. Ehrenfeld, Flourishing by Design, http://www.johnehrenfeld.com/.
7. Quoted in Peter Senge, Hal Hamilton, and John Kania, “The Dawn of System Leadership,” Stanford Social Innovation Review, Winter 2015, https://ssir.org/articles/entry/the_dawn_of_system_leadership.