Evidence supporting the efficacy of self-managing organizations abounds in the scientific, health, and business communities.

    Books, articles, and films are listed and linked on this page, starting with an embedded video created by the Heartmath Institute that illustrates how trustful, quality relationships increase our ability to access intelligent, intuitive information in our creative pursuits and decision-making processes.

    The Heart’s Intuitive Intelligence

      Organization Resources

      Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness, by Frederic Laloux. Brussels, Belgium: Nelson Parker, 2014. Link to

      Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke. Seattle, Wash.: PVG, 2005. Link to book on Barnes and Noble

      Holacracy: The New Management System for a Rapidly Changing World, by Brian J. Robertson. New York, NY: Henry Holt, 2015. Link to book on Barnes and Noble

      Accountability: Freedom and Responsibility without Control, by Rob Lebow and Randy Spitzer. San Francisco, Calif.: Berrett-Koehler, 2002. Link to book on Barnes and Noble

      The Seven-Day Weekend: Changing the Way Work Works, by Ricardo Semler. New York, NY: Penguin, 2004. Link to book on Google Books

      Nonviolent Communication: A Language of Life, 3rd Edition, by Marshall B. Rosenberg. Encinitas, Calif.: Puddledancer Press, 2015. Link to book on Barnes and Noble

      Creativity, Inc.: Overcoming the Unseen Forces that Stand in the Way of True Inspiration, by Ed Catmull with Amy Wallace. New York, NY: Random House, 2014. Link to book on Barnes and Noble

      Plain Talk: Lessons from a Business Maverick, by Ken Iverson with Thomas Varian. New York, NY: John Wiley & Sons, 1998. Link to book on Barnes and Noble

      Leadership and the New Science: Discovering Order in a Chaotic World, by Margaret J. Wheatley. San Francisco, CA: Berrett-Koehler, 1999. Link to book on Barnes and Noble

      Making Mondragón: The Growth and Dynamics of the Worker Cooperative Complex, by William Foote Whyte & Kathleen King Whyte. Ithaca, NY: ILR Press/Cornell, 1998. Link to book on Barnes and Noble

      The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economics, Societies and Nations, by James Surowiecki. New York, NY: Doubleday, 2004. Link to book on Barnes and Noble

      The Future of Work: How the New Order of Business Will Shape Your Organization, Your Management Style, and Your Life, by Thomas W. Malone. Boston, MA: Harvard Business School, 2004. Link to book on Barnes and Noble

      Delivering Happiness: A Path to Profits, Passion, and Purpose, by Tony Hsieh. New York, NY: Business Plus/Hachette, 2010. Link to book on Barnes and Noble

      The SAIC Solution: How We Built an $8 Billion Employee-owned Technology Company, by J. Robert Beyster & Peter Economy. Hoboken, NJ: John Wiley & Sons, 2007. Link to book on Barnes and Noble

      The Fifth Discipline: The Art and Practice of the Learning Organization (1st ed.), by Peter Senge. New York, NY: Doubleday, 1990. Link to book on Barnes and Noble

      The Future of Leadership: Today’s Top Leadership Thinkers Speak to Tomorrow’s Leaders, by Warren Bennis, Gretchen M. Spreitzer, & Thomas G. Cummings. San Francisco, CA: Jossey-Bass, 2001. Link to book on Barnes and Noble

      Health Resources

      Coherence and Health Care Cost—RCA Actuarial Study: A Cost-effectiveness Cohort Study, by Woody Bedell & Marietta Kaszkin-Bettag. Alternative Therapies in Health and Medicine, 16 (4), pp. 26-31, 2010. Link to PDF

      Molecules of Emotion: Why You Feel the Way You Feel, by Candace Pert. New York, NY: Scribner, 1997. Link to book on Barnes and Noble

      Why Zebras Don’t Get Ulcers, 3rd edition, by Robert Sapolsky. New York, NY: Holt Paperbacks, 2004. Link to book on Barnes and Noble

      Stress: Portrait of a Killer, National Geographic, 2008 (film). Link to film on YouTube

      Biology of Belief, by Bruce Lipton. Carlsbad, CA: Hay House (Revised Edition, 2008. Link to book on Barnes and Noble

      Science Resources

      Fractal multi-level organisation of human groups in a virtual world, by Benedikt Fuchs, Didier Sornette & Stefan Thurner. Scientific Reports, October 6, 2014. Link to PDF

      The Fractal Geometry of Nature, by Benoit B. Mandelbrot. New York, NY: W. H. Freeman, 1982. Link to book on Barnes and Noble

      On Dialogue (1st ed.), by David Bohm & Lee Nichol. New York, NY: Routledge Classics, 1996. Link to book on Barnes and Noble

      The Web of Life: A New Scientific Understanding of Living Systems, by Fritjof Capra. New York, NY: Anchor Books, 1997. Link to book on Barnes and Noble

      Chaos, Complexity, and Entropy: A Physics Talk for Non-physicists, by Michel Baranger. New England Complex Systems Institute, Cambridge, MA, 2009. Link to PDF

      The Science of Synthesis: Exploring the Social Implications of General Systems Theory, by Debora Hammond. Boulder, CO: University of Colorado Press, 2003. Link to book on Barnes and Noble

      Entangled Minds: Extrasensory Experiences in a Quantum Reality, by Dean Radin. New York, NY: Pocket Books, 2006. Link to book on Barnes and Noble

      The Lucifer Effect: Understanding How Good People Turn Evil, by Philip Zimbardo. New York, NY: Random House, 2007. Link to book on Barnes and Noble

      Contact Janna Raye to schedule a complimentary consultation.


      The scientists at the HeartMath Institute (HMI) have conducted extensive research on the power of heart intelligence, intuition and the energetic connection between all things. Their researchers have explored the intricacies of heart-brain messaging, how emotions affect human biology and the influences of geomagnetic fields and solar activity on our health and daily activities. Link to Heartmath Institute


      “In the absence of judgment, relationships take on a new quality. Our listening is no longer limited to gathering information so as to better convince, fix, or dismiss. We can create a shared space safe from judgment, where our deep listening helps others to find their voice and their truth, just as they help us find ours.” Frederic Laloux, Reinventing Organizations

      “With Holacracy, distributing authority is not just a matter of taking power out of the hands of a leader and giving it to someone else or even to a group. Rather the seat of power shifts from the person at the top to a process, which is defined in detail in a written constitution.” Brian J. Robertson, Holacracy

      “At Semco, we abolish manuals, procedures, and policies so that people are free to improvise, to soar, and to collect the moments of happiness that constitute genuine success. Because of our careful mix, because of the self-selection process that goes on, Semco has less than one percent turnover.” Ricardo Semler, The Seven Day Weekend

      “Figuring out how to build a sustainable creative culture—one that didn’t just pay lip service to the importance of things like honesty, excellence, communication, originality, and self-assessment but really committed to them, no matter how uncomfortable that became—wasn’t a singular assignment. It was a day-in-day-out full time job. And one that I wanted to do.” Ed Catmull, Creativity, Inc.

      “By delegating most major areas of responsibility, focusing our attention on shaping the work environment so employees can find most of the answers without our help, and conceding that we, the managers, don’t always know just what the heck we’re doing, we seem to have earned more credibility and authority than we could ever gain by acting like bosses.” Ken Iverson, Plain Talk

      “Chris Argyris, one of the deans of organizational theory, has been studying the subject for forty years, and he argues that what he calls ‘inauthentic behavior’ is actually the norm within most organizations. One of the things that gets in the way of the exchange of real information, Argyris suggests, is a deep-rooted hostility on the part of bosses to opposition from subordinates. This is the real cost of a top-down approach to decision making: it confers the illusion of perfectibility upon the decision makers and encourages everyone else simply to play along. What makes this especially damaging is that, as Argyris suggests, people in an organization already have a natural inclination to avoid conflict and potential trouble. It’s remarkable, in fact, that in an autocratic organization good information ever surfaces.” James Surowiecki, The Wisdom of Crowds

      “Even though democracy is not appropriate everywhere in business, new technologies make it much more feasible in many more situations. When it works well, a democratic approach can significantly increase employee’s energy, creativity, and sense of ownership in their organization.” Thomas W. Malone, The Future of Work

      “SAIC’s organic organizational structure and constellation of businesses was key to its pathway of organic growth and development.” J. Robert Beyster, The SAIC Solution

      “…the unexpected and reluctantly accepted notion that maybe the attitudes, perceptions, and feelings of the workforce and the social architecture [top-down] they worked under could have something to do with productivity. ” Warren Bennis et al, The Future of Leadership

      “We have about twenty different skill sets (analogous to merit badges in the Boy Scouts), with a small bump in pay associated with each of the skill sets. It’s up to each individual rep to decide whether to get trained and certified on each of the skill sets. ... We’ve since found that our call center reps are much happier being in control of their pay and which skill sets to attain.” Tony Hsieh, Delivering Happiness