| Figures and tables |
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xi | |
| Foreword |
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xii | |
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| Foreword |
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xiv | |
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| Acknowledgments |
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xix | |
| Introductory quotations from the Dalai Lama |
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xxi | |
| Introduction |
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1 | (10) |
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Inspiration for new perspectives |
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3 | (1) |
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Different paradigm for business and economics |
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4 | (2) |
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The shared purpose between business and society |
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6 | (5) |
| Part 1: Compassion or competition |
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1 The Buddha and the banker |
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11 | (22) |
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1.1 Meeting the Dalai Lama |
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12 | (2) |
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1.2 Encountering economic theory |
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14 | (2) |
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1.3 Finding purpose in economic development |
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16 | (1) |
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1.4 Becoming a banker in China |
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17 | (1) |
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18 | (2) |
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1.6 Reconnecting with the Dalai Lama |
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20 | (2) |
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1.7 Sustainable development in Mongolia |
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22 | (3) |
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1.8 Roller-coaster banking |
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25 | (3) |
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1.9 The invisible heart of the market? |
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28 | (1) |
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1.10 Maximizing money or meaning? |
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29 | (1) |
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1.11 Compassion or competition'? |
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30 | (3) |
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2 First dialogue: Compassion or Competition (Amsterdam, 1999) |
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33 | (34) |
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2.1 The rise of socially responsible business |
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36 | (2) |
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2.2 Toward the triple bottom line |
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38 | (3) |
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2.3 The increasing role of civil society |
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41 | (5) |
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2.4 Widening the perspective: business needs ethics |
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46 | (1) |
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2.5 The benefits of compassion in business |
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47 | (3) |
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2.6 Changing the rules of the game |
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50 | (4) |
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2.7 Compassionate economics |
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54 | (3) |
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2.8 How to create responsible markets? |
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57 | (3) |
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2.9 What can you do as an individual? |
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60 | (7) |
| Part 2: Designing an economy that works for everyone |
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67 | (24) |
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68 | (1) |
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69 | (1) |
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3.3 if it has benefits, then do it |
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70 | (3) |
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73 | (2) |
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3.5 Revolution in the science of the mind |
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75 | (3) |
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78 | (4) |
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82 | (1) |
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3.8 Gross national happiness |
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83 | (4) |
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3.9 Designing an economy that works for everyone |
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87 | (4) |
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4 Second dialogue: Designing an Economy that Works for Everyone (Irvine, California, 2004) |
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91 | (24) |
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4.1 The role of technology: cure or curse? |
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97 | (1) |
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4.2 The global responsibility of business |
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98 | (3) |
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4.3 Leadership and organizational change |
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101 | (4) |
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4.4 The role of women in business |
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105 | (2) |
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4.5 The role of management education |
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107 | (2) |
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4.6 What can you do as an individual? |
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109 | (6) |
| Part 3: Leadership for a sustainable world |
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5 Shared purpose in business |
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115 | (24) |
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5.1 Emotional intelligence and system change |
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116 | (1) |
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5.2 Positive psychology in leadership |
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117 | (1) |
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5.3 Executive coaching for bankers |
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118 | (2) |
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5.4 Unilever: examples of sustainable business transformation |
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120 | (2) |
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5.5 Ben & Jerry's green ice cream |
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122 | (2) |
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5.6 Turning misery into markets: Medtronic and DSM |
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124 | (2) |
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5.7 The hidden driver of success |
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126 | (1) |
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127 | (3) |
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5.9 The science of transformation |
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130 | (2) |
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5.10 Bodhisattva leadership |
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132 | (3) |
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135 | (4) |
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6 Third dialogue: Leadership for a Sustainable World (The Hague, 2009) |
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139 | (24) |
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6.1 Learning from the financial crisis |
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142 | (4) |
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6.2 Creating a sustainable economy: where does the leadership come? |
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146 | (2) |
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148 | (3) |
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6.4 Global well-being: learning from the East |
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151 | (2) |
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6.5 Leadership from science: the promise of neuro-economics |
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153 | (3) |
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6.6 What can you do as an individual' |
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156 | (7) |
| Part 4: Education of the heart |
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163 | (18) |
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164 | (2) |
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7.2 Looking at the new reality with outdated concepts |
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166 | (1) |
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7.3 Compassionate competition |
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167 | (2) |
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7.4 High-performance sustainable teams |
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169 | (3) |
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7.5 High-performance sustainable organizations |
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172 | (2) |
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7.6 The role of management education |
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174 | (2) |
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7.7 Education of the heart: toward a new educational paradigm |
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176 | (1) |
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7.8 Beyond religion: the sustainable-relational mind |
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177 | (4) |
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8 Fourth dialogue: Education of the Heart (Rotterdam, 2014) |
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181 | (22) |
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8.1 What does the "education of the heart" mean? |
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182 | (8) |
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8.2 Developing the "heart" in education and business |
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190 | (4) |
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8.3 Applying the education of the heart in practice |
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194 | (3) |
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8.4 Dealing with stress, grief and fatigue |
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197 | (6) |
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9 Shared purpose: the case for societal leadership in business |
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203 | (44) |
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9.1 The changing context of business: new ways of thinking |
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204 | (8) |
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9.1.1 The economic system |
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205 | (3) |
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9.1.2 Mainstream economic ideology |
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208 | (4) |
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9.2 Shifts in organizational theory and practice |
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212 | (12) |
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9.2.1 Business sustainability is a process |
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215 | (3) |
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9.2.2 Creating shared value |
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218 | (1) |
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9.2.3 New performance indicators |
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219 | (5) |
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9.3 Leadership for triple value creation |
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224 | (19) |
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9.3.1 Toward a framework for triple value leadership |
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226 | (5) |
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9.3.2 Leadership mind-set development and purpose |
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231 | (5) |
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9.3.3 Connecting shared purpose to levels of complexity |
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236 | (1) |
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9.3.4 The practice of developing societal leadership |
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237 | (6) |
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9.4 Integrated leadership models |
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243 | (4) |
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10 Six questions to develop shared purpose |
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247 | (6) |
| Concluding remarks |
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253 | (4) |
| Positive capitalism and the opportunity of mirror flourishing: the grammar of interconnection is the business discipline of our age Afterword by David Cooperrider |
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257 | (20) |
| Participants |
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277 | (5) |
| Bibliography |
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282 | (8) |
| About the author |
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290 | |