
24. bis 27. Mai 2001 in Berlin, Jagdschloss Glienicke
| Old Paradigm |
New Paradigm |
| promote consumption at all costs |
appropriate consumption |
| people to fit jobs |
jobs to fit people |
| imposed goals, top-down decision making |
autonomy encouraged, worker participation |
| fragmentation in work and roles |
cross-fertilization by specialists seeing wide relevance |
| identification with job |
identity transcends job description |
| clock model of company |
recognition of uncertainty |
| aggression, competition |
cooperation |
| work and play separate |
blurring of work and play |
| manipulation and dominance |
cooperation with nature |
| struggle for stability |
sense of change, of becoming |
| quantitative |
qualitative as well as quantitative |
| strictly economic motives |
spiritual values transcend material gain |
| polarized |
transcends polarities |
| short-sighted |
ecologically sensitive |
| rational |
rational and intuitive |
| emphasis on short-term solutions |
long-range efficiency must take in to account harmonious work environment |
| centralized operations |
decentralized operations when possible |
| runaway, unbridled technology |
appropriate technology |
| allopathic treatment of symptoms |
attempt to understand the whole, locate deep underlying causes of disharmony |