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We live in organizations addicted to problematic narratives. My purpose is to develop intelligent action understandings of how to care for organizations addicted to problematic elevator pitch narratives and one-sided stories by mapping quantum storytelling “Tamara-Land” forces ignored beneath and between them both (Boje, 1995). Tamara-land is the everyday activity of people in organizations chasing stories spatially distributed in different rooms, hallways, buildings that are temporally simultaneous, with materialities that are agential to the telling. For example, in this conference, the immersive theater into Tamara-Land is done in Steel Case open office spaces, as audience decides which actors to follow as they exit each scene. You cannot chase them all, and cannot be everywhere at once in this spacetimemattering. Quantum storytelling does not search for simple word or text messaging tag lines to explain open offices. Quantum storytelling uncovers deep behavior patterns of the spacetimemattering. “Quantum storytelling includes nondiscursive and behavioral aspects embodied in the storyteller’s life, in their living story behavioral-performative agentiality” (Boje, 1995, p. 114) and in nonhuman’s materialism featured in Karen Barad’s (2007) and Anete Strand’s material storytelling work. Quantum storytelling of Tamara-Land mapping at macro scale traces the interplay of people, planet, and profit (aka Triple Bottom Line, 3BL) but does not reduce it to imagined profitability metrics. I will critique 3BL for not proposing any method to measure people and planet first and by default reducing all dimensions to just bottom line profit measures. The consequence is that a runaway, maximizing fractal, known in socioeconomic work as the Taylor–Fayol–Weber rationality or “TFW virus” (Worley, Zardet, Bonnet, & Savall, 2015, pp. 23–24; Savall& Peron, 2015), attains functional structuralism (Alvesson & Spicer, 2012). In quantum storytelling fractal work, it’s “TFW fractal” profiteering that is destroying both planet and people, at an ever-accelerating rate (Boje & Henderson, 2014; Boje, 2015; Henderson & Boje, 2015). My contribution is to propose a different fractal pattern, the Mandelbrot fractal that actually sets limits on runaway fractal appetite. Both the 3BL and the VA techno-digital fractal narrative spiral more and more materials, energy, and people into the risk of an addictive TFW virus pattern, without limit.

This chapter addresses the “Taylorism–Fayolism–Weberism (TFW) virus,” a metaphor developed to highlight how organizational features recommended by each of these three management theorists produce dysfunctions that create unintended hidden costs that adversely impact organizations and their employees. The virus leads to an ideology where cost cutting is seen as the best means to improve an organization’s performance. We explore the problematic features of the TFW virus: hyperspecialization, separation of work design from work execution, and depersonalized job descriptions designed for workers who are falsely assumed to be lazy. We then address how these organizational features are related to micro dysfunctions and hidden costs (e.g., poor work organization) that accumulate into macro-level dysfunctions and costs that form the features of the risk society envisioned by Ullrich Beck (1992). These dysfunctions collectively threaten human and planetary existence. Next, we describe how the socioeconomic approach to management (SEAM) can address the TFW virus in ways that manage and remediate micro, macro, and planetary risks that emerge from a globalized enterprise. We conclude by offering a hopeful agenda for research on how to use SEAM to more effectively manage the emerging micro and macro dysfunctions and impacts of the world risk society.

In this chapter we develop sustainability implications of the Savall, Zardet, Bonett, and colleagues’ approach, known worldwide as socioeconomic approach to management (SEAM). SEAM can be used as a way of doing management and organizational inquiry into the ecological sustainability of practices with planetary boundaries. We conclude that a socially responsible approach to management needs to consider the hidden costs to an enterprise if it is not being sustainable to planetary resource limits.

This chapter relates quantum storytelling consulting (QSC) to ensemble leadership theory (ELT) by Rosile, Boje, & Claw (2016). What kinds of leadership does it take to attend to the forecaring in advance of the future and how does this relate to quantum storytelling? In a music ensemble, no one musician is the star: they are equal, all are the stars of the show, emerging as stars and then taking a supporting role in cyclic rotation. ELT is important to the world ecology because it is a together-we-are-all-leaders approach. Rather than restricting leadership to one or a few people, the ensemble of many networks of leadership is important. I will contrast ELT with more familiar models of leadership: dispersed, distributed, and relational that restrict leadership to a few. One primary difference is that ELT includes both community and ecology and it is rooted in Indigenous Ways of Knowing (IWOK) that extend from the ancient Southwest US and Mexico. My contribution here is to recognize that ELT is rooted in the rhizomatic fractal, whereas the other models of leadership discussed here (dispersed, distributed, and relational) have been linear-, cyclic-, or spiral-fractal waves. A fractal is defined as recurring self-sameness patterns across scalabilities. I will look to Deleuzian rhizomatic-fractals, which ELT purports to be and make an observation: ELT revived and reinvented in late modern capitalism, must be a correlate with the dominant hierarchic kinds of leadership of here and now, which is this world situation we are now in. Does not each revolution (steam, diesel/gas combustion, cyber-information, and liquid modernity) actually create anew the enslavement of human beings in hierarchic forms of leadership? At the end of this chapter, ensemble leadership will be related to whole-world ecological health.