My greatest thanks for help with this book go to my colleague Chris Wray, with whom I have engaged in creative dialogue throughout. Chris and I continue to work together as we evolve our thinking about Quantum Systems Dynamics, and Chris travels globally with me to deliver workshops on quantum management. I would also like to thank Stephen Meng and Professor Kai Sung for their help in getting me to know China and for introducing me to Chinese companies and business schools. I am grateful to the strategy department of the Haier Group in Qingdao for arranging my valuable visit to their company, and to the Center for Confucian Entrepreneurs and East Asian Civilizations at Zhejiang University in Hangzhou for the interest staff there (especially Professor Zhou) have taken in my work. I would also like to thank Chen Feng of the Tian Jian Water Company in Hangzhou for his hospitality and for making his company available to me for research purposes.
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In late 2014, China Daily published a profile of Haier's CEO Zhang Ruimin titled A Chinese Business Model For the Internet Age. The profile highlighted Haier's radical management approach, company culture, and corporate structure. It stressed Haier's flatted, entrepreneurial platform structure, its borderless management methodology, its culture of constant self-questioning and co-creation, and its consumer-driven design and manufacturing practice. In November of that same year, in a letter inviting me to meet Zhang, a member of Haier's Strategy Department wrote,
What Haier has embarked on early this year is an effort to transform itself into an efficient platform for makers. It is an overarching strategy adopted by its CEO Mr. Zhang Ruimin. We have been following your Quantum Management thinking and believe it is the one that can guide our path in the implementation of the strategy.
Haier is China's global domestic appliances and white goods manufacturer, a semiprivately owned company that has seized 14 percent of the global market. It is one of many Chinese companies embarking on a new quantum management revolution, taking Chinese business thinking into the Quantum Age. There are others in the West's Silicon Valley, companies experimenting with radically new structural and leadership practices, companies taking their lead from thinking in the new sciences born in the twentieth century and now really shaping the world in the twenty-first.
It is not new for management thinking and practice to take its lead from science. For the past three hundred years, science has been the dominant
But the scientific thinking of the past three hundred years, the research, the discoveries, the theories about how life and the universe have evolved, of what they are made, of how they function, has also transformed beyond all recognition our thinking about ourselves. They have changed our assumptions about how we function, of who and what we are, of our place in the general scheme of things and thus the meaning of our lives. The scientific thinking of the seventeenth-century physicist and mathematician Isaac Newton has pervaded every corner of the human mind, and thus all the creations and products of our minds.
Newtonian science gave rise to a general Newtonian worldview. Still today, Newton's model of a machinelike, clockwork universe in which all things are determined by three simple iron laws, and thus all things are certain and predictable, underpins the Newtonian psychology we assume about our own behavior and relationships; it underpins the Newtonian medicine still practiced in our hospitals, and the Newtonian management taught by our best business schools. Newton's ideas about atoms underpins our Western taste for individualism, our fear of the collective, and even our preference for Western-style democracy. Though you are most likely wholly unaware of it, if you live in or are influenced by the Western world, you live with a Newtonian mind-set and believe in a Newtonian you.