Our operating philosophy is not an ideology, not a set of ideas in which to believe. It is, instead, a set of practices in which to engage. More precisely, it is a combination of ideas, commitments, and practices. Among our commitments are our purpose, values, and axioms. Our guiding ideas include the dual bottom line, developmental growth, and the necessity of managing not only individuals but also collectives and not only the explicit but also what is tacit. And our practices include personal excellence, professional discipline, business competence, servant leadership, and building learning communities.
In building our operating philosophy, we have been well served by the theories and frameworks of others. Jim Collins and Jerry Porras on corporate vision, Peter Senge on learning organizations, Scott Peck on community building, Robert Kegan and Don Beck on developmental growth, Ken Wilber on the tacit and explicit, and Robert Greenleaf on servant leadership: these are some of the sources from which we have drawn. They have helped to guide our practices and, in some cases, to explain more clearly than we could what it is we are actually doing.
In building our operating philosophy, we have been well served by the theories and frameworks of others. Jim Collins and Jerry Porras on corporate vision, Peter Senge on learning organizations, Scott Peck on community building, Robert Kegan and Don Beck on developmental growth, Ken Wilber on the tacit and explicit, and Robert Greenleaf on servant leadership: these are some of the sources from which we have drawn. They have helped to guide our practices and, in some cases, to explain more clearly than we could what it is we are actually doing.