
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 |