The major difference between the old corporate ethic and the new, says this Yale professor and management consultant, is that the former expected workers to trust the system blindly, and the latter finds ways to get workers to contribute to it. Interspersed throughout highly convincing and quite readable essays on such matters as the stifling of managerial enterprise, creating an environment for positive change, and how workers can participate in and affect a company's success are specific cases (Hewlett-Packard, General Motors's Tarrytown project, Polaroid, and Honeywell are among those studied) of how and how not to encourage innovation.