Freedom, Inc_ - Brian M. Carney [147]
10. F. B. M. de Waal and D. L. Johanowicz, “Modification of Reconciliation Behavior Through Social Experience: An Experiment with Two Macaque Species,” Child Development 64 (1993): pp. 897–908; and F.B.M. de Waal, “Peace Lessons from an Unlikely Source,” PLoS Biology 2, no. 4 (2004): pp. 434–36.
4: FREEDOM IS NOT ANARCHY
1. Personal interview, September 24, 2007. Bob Davids credits this approach to Robert Townsend, from whom he borrowed it.
2. Personal interview, September 24, 2007.
3. Personal interview with Kris Curran, September 24, 2007.
4. Personal interview, March 1, 2006.
5. Personal interview, March 3, 2006.
6. Telephone interview, August 7, 2008.
7. The preferred term of Max De Pree, who, by his own account, built a freedom-based environment while CEO of the furniture and design company Herman Miller, the maker of the iconic Aeron office chair, among other things.
8. In 1999, Bob retired as CEO of Radica to focus exclusively on Sea Smoke Cellars. In 2006, Mattel acquired Radica for about $230 million.
5: WHY THEY DID IT
1. Online Encyclopedia, “Wilkens, Lenny (1937-). Basketball coach, basketball player, Early life, Chronology, First taste of intolerance, Another shot at the Olympics,” http://encyclopedia.jrank.org/articles/pages/4513/Wilkens-Lenny-1937.html (accessed January 22, 2009).
2. Personal interview, March 3, 2006.
3. Robert K. Greenleaf, Servant Leadership (New York: Paulist Press, 2002), pp. 24–25. Emphasis in original.
4. Albert Camus, The First Man (New York: Penguin, 1996), p. 256 for the first sentence, then, p. 241; emphasis in original.
5. The technical term for this business strategy is the “George Costanza,” after the eighty-sixth episode of the hit television series Seinfeld, titled “The Opposite,” which originally aired on NBC on May 19, 1994.
6. Sun Hydraulics, Observations from Bob Koski and Clyde Nixon, no. 7 (2003).
7. Personal interview, May 20, 2008.
8. Linda A. Hill and Jennifer M. Suesse, “Sun Hydraulics: Leading in Tough Times (A),” Harvard Business School case study, 2003, p. 1.
9. Sun Hydraulics, Observations from Bob Koski and Clyde Nixon, no. 7.
10. We thank Bob Koski for his permission to use this image.
11. Sun Hydraulics, Observations from Bob Koski and Clyde Nixon, nos. 1–2 (2003).
12. Ibid., no. 1; the word “investor” is put by Koski in quotation marks because for Sun Hydraulics “investors” are not only stockholders, but also its customers and suppliers.
13. There is no paradox in the coexistence of the “how” culture and freedom environments at DuPont, as well as at AT&T and a few other research-based companies in those days. Facing a shortage of scientists and engineers and high turnover in their R&D departments, these companies created an “island of freedom” in R&D. Inspired by the university lab culture, people were free to decide what projects they wanted to pursue and how they wanted to go about their business. These “freedom islands,” however, were never meant to be expanded to the rest of the companies—to the sorrow of Bill Gore. (See also note 7 in chapter 9.)
14. The following remarks are based on Bill Gore’s internal memo “The Lattice Organization—A Philosophy of Enterprise,” May 7, 1976. On the cover his wife and business associate Vieve wrote, “Attached is a write-up Bill has made of the talks he has given at various times. Many of you have heard this before but may be interested in reading it. For those to whom this is new, it outlines many of the basic principles of our Association.”
15. Ibid., p. 4.
16. Ibid., p. 5.
17. Richard Arter, email communication, January 30, 2009.
18. Personal interview, September 24, 2007.
19. Personal interview, September 24, 2007.
6: WHAT’S YOUR (PEOPLE’S) PROBLEM?
1. All the stories in this chapter on Harley-Davidson and Rich Teerlink are based on our August 15, 2005, and September 27, 2007, personal interviews with Teerlink, as well as on Rich Teerlink and Lee Ozley’s book More Than a Motorcycle: