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| | Fisher 95 |
 | | Their personal style included incredible variation in pace within a day, from relaxed playfulness and leisure to intense urgency and efficiency, even at the same moment, as in the case of one CEO who talked with the office on a speaker phone while lounging or exercising at home. |
 | | Fifth, in the final three chapters, rare late-stage leaders and organizations are portrayed, and readers are invited to make their own beliefs about the nature of the good life explicit by comparing them to four elements that we believe characterize a late-stage definition of the good life. |
 | | Fisher, D. and Torbert, W. Transforming managerial practice: Beyond the Achiever stage, in Woodman, R. and Pasmore, W. A., eds. |
| www2.bc.edu /~torbert/9_fisher_95.html (4635 words) |
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