Governance Reimagined: Organizational Design, Risk and Value Creation -- Contents -- Acknowledgments -- Introduction RE: Governing -- Sources of Wealth -- Perceptions Matter -- Keep Doing What You Do . . . -- And Keep Doing It Well! -- PART ONE: Creation and Evolution: The Source(s) of Wealth -- CHAPTER 1: Understanding Value, Values, and Value Creation -- How Much Is that Duck in the Window? -- Are We Acting on Our Beliefs? -- Economics and the Creation of Value -- Only One Equation, I Promise -- Notes -- CHAPTER 2: Systems and Networks in Our Lives -- Secret Agents -- Systems Theory -- Network Theory -- Notes -- CHAPTER 3: The Dynamics of Self-Organizing Groups -- From Small, Unconnected Beginnings -- Hops, Skips, Jumps, and Luck -- Risk, Success, and Failure -- The Game of Evolution -- The Meaning for Organizations -- Notes -- CHAPTER 4: The Emergence of Complexity Economics -- Two Schools in Conflict -- What's Wrong with Traditional Economics? -- Building an Economy -- The Bounds of Rationality -- Not so Timely or Stable -- The Role of Networks, Evolution, and Social Interaction -- What's Next? -- Notes -- PART TWO: Looks Matter -- CHAPTER 5: The Enterprise and Those Who Influence Its Value -- Keystones, Value, and Systems -- The Organization's Social Network -- Customers -- Investors -- Executive Leadership, Employees, and Contract Workers -- Board of Directors -- Suppliers -- Creditors -- Regulators -- Analysts -- Retirees -- Case Study: Iceland and the Credit Crisis -- How We Look Affects Our Value -- Notes -- CHAPTER 6: Our Human Behavior -- Voices in Behavioral Economics -- The Value of Utility -- You Decide -- What Are the Chances of That Happening? -- Run for the Hills -- Dragging an Anchor -- I Could Lose How Much? -- And Just When Would I Get That? -- Everywhere, Biases -- I Care about You -- Our Evolving Thoughts -- Notes.

CHAPTER 7: The Human Reaction to Risk -- The Perception of Risk -- Processing Risk -- Quantification as a Coping Mechanism -- Looking to the Experts -- Lessons for Governing our Organizations -- Notes -- CHAPTER 8: Social Amplification and Tipping Points -- At the Threshold -- Getting Tipsy -- Walking on Air -- Letting Out the Air -- The Social Amplification of Risk -- Case Study: The Madoff Affair -- Probability and Impact Are Not Enough -- The Real Impact -- Notes -- CHAPTER 9: The Role of Trust in Networks -- How Do I Trust Thee? Let Me Count the Ways . . . -- Embed with Trust -- Trust Me and Do as I Say -- If Only You'd Cooperate -- Does Our Relationship Need to Be This Complex? -- I Understand That You Need More Space -- How Can I Ever Trust You Again? -- Trust and the Potential of RiskManagement -- Trust and Value -- Notes -- PART THREE: Not Everything Is Dead in the Long Run -- CHAPTER 10: Value Revisited -- A Random Walk across Midtown -- Oh, the Possibilities -- What's the Value of This Journey? -- Utility Functions -- Fat Tails, Utility, and Value -- Parallels to Organizational Life in Systems -- We're Positively Skewed! -- Note -- CHAPTER 11: The Role of Resiliency in Creating Value -- Resilience -- Brittleness -- Single Points of Failure -- The Path of a Problem -- Threats to the System -- Loss Avoidance Revisited -- Becoming Resilient -- Notes -- CHAPTER 12: The Things That Motivate People -- What Motivates Our Behavior within Organizations? -- Do Incentives Even Work? -- Management by Objectives -- Darley's Law -- Risk-Sensitive Foraging -- Free Externalities -- Management of the Commons -- Notes -- PART FOUR: The King Is Dead -- CHAPTER 13: The Governance of Risk -- Risk and Risk Management -- The Profession of Risk Management -- Defending the Goal -- Problems in the Box -- A Regulation-Sized Goal?.

Stress Tests, Scenario Analysis, and ANTs -- Managing the Midfield -- Setting Up the Offense -- A Venture Capital View of the Organization -- A Portfolio View of the Enterprise -- Overall Governance of Our Organizations -- Notes -- CHAPTER 14: Networked and Distributive Governance -- The Role of the Board -- Principal-Agent Relationships -- Key Duties of Board Members -- The Carver Method -- Ends and Means -- Nested Policies -- Board-Chief Executive Relationship -- Extending the Model through Subsystems -- Bringing in the Network -- Corrupting Powers of a Unitary Board -- People in Our NetworkWho Care about Us -- Rolling It Out through the Organization -- The Impact of Governance and Transparency on Trust and Value -- The Integration of Networked and Distributive Models -- Summary -- Notes -- CHAPTER 15: Economic Governance -- Markets and/or Hierarchies -- Cities, Organisms, and Organizations -- Management of the Commons -- Risk Capital as Commons -- Bringing It Together -- Notes -- Conclusion: The Re-Governing Opportunity -- Glossary -- About the Author -- Index.