Logica van het gevoel - Filosofie van de stabiliteitslagen in de cultuur als nesteling der emoties (Feeling’s Logic - Philosophy of the cultural stability layers as the embedding of emotions), by Arnold Cornelis (1995)

Zineconomie - De samenleving van de overtreffende trap (Economics of Meaning - The society of superlatives), by Meerten ter Borg (2003)

The Support Economy – Why corporations are failing individuals and the next episode of capitalism, by Shoshana Zuboff & James Maxmin (2002)

The meaning of things - Domestic symbols and the self, by Eugene Rochberg-Halton & Mihaly Csikszentmihalyi (1981)

Spiral Dynamics - Mastering values, leadership, and change, by Don E. Beck & Christopher C. Cowan (1996)

Small is Beautiful - A study of economics as if people mattered, by Ernst F. Schumacher (1973)

Learning from Museums - Visitor experiences and the making of meaning, by  John H. Falk & Lynn D. Dierking (2000)

Report on Future Shock, by Alvin Toffler (1970)

Report on Future of competition - Co-creating unique value with customers, by C.K. Prahalad & Venkat Ramaswamy (2004)

Report on Age of Access - The new culture of hypercapitalism, where all of life is a paid-for experience, by Jeremy Rifkin (2001)

Report on A theory of everything - An integral vision for business, politics, science and spirituality, by Ken Wilber (2001)

Quinn started the day off by asking which things the audience was curious about and would want to take away with them. Answers included conceptual subjects like learning how the models Quinn describes in his books are developing and what deep change is, but also more practical questions like understanding what makes change happen, how to keep it going, how to facilitate it, how personal and organisational change are related and how they can enforce each other, how to build confidence in people, and how to change yourself while staying who you are. Quinn seemed happy with the answers; because these were in fact the things he was going to talk about during the day. The subjects of the day were: Understanding the Deep Change Process, Envisioning the Positive Organisation, Building a Positive Culture and Becoming a Positive Leader.