This paper proposes a new organizational metaphor, the 'Biophilic Organization', which aims to counter the bio-cultural disconnection of many organizations despite their espoused commitment to sustainability. This conceptual research draws on multiple disciplines such as evolutionary psychology and architecture to not only develop a diverse bio-cultural connection but to show how this connection tackles sustainability, in a holistic and systemic sense. Moreover, the paper takes an integrative view of sustainability, which effectively means that it embraces the different emergent tensions. Three specific tensions are explored: efficiency versus resilience, organizational versus personal agendas and isomorphism versus institutional change. In order to illustrate how the Biophilic Organization could potentially provide a synthesis strategy for such tensions, healthcare examples are drawn from the emerging fields of Biophilic Design in Singapore and Generative Design in the U.S.A. Finally, an example is provided which highlights how a Taoist cultural context has impacted on a business leader in China to illustrative the significance of a transcendent belief system to such a bio-cultural narrative.Key Words: Biophilic Organisation, Sustainability, Generative Design, Biophilic Design, Taoism.
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Introduction'We need to enhance our recognition that we are just another biological creature and see ourselves in that way……some of our most alienating work environments, in the sense of separating us from nature, are often in the modern office building where people are in these very bland, hostile environments with no access to windows or any experience of the outside or natural environments. Ironically, if you tried to do that to a caged animal in a zoo, you would violate legal statute, and would be prevented from doing so. We don't allow zoo animals to be in these barren, alienating, unnatural environments. And yet we allow ourselves to be, and it's such a glaring example of how we don't see ourselves like that tiger in the cage, that we're just as much dependent upon those experiential connections as the tiger is. We lose track of that because we see ourselves as somehow apart or separate from nature. We need to maintain that broader understanding of who we are and where we fit into the natural scheme'. (Kellert, 2004)As Hahn et al (2014) argue most scholars in the field seem to agree that corporate sustainability requires firms to address interconnected and interdependent economic, environmental and social concerns at different levels. The begging question with such an espoused 'triple-bottom line'perspective is that what happens when all the 'win-win' solutions have been exhausted and there is a clear conflict between the predominant financial issues and the silent ecological imperative.It is no surprise that the financial bottom line, within the current corporate sustainability 3 discourse, is normally prioritized to instrumentally satisfy the expectations of the shareholders, with the ecological and social subsu...