Rogers was a freshly minted CEO trying to lead Public Service Indiana back from the brink of bankruptcy when the results of a 10-year federal study on acid rain were released. He became convinced that legislation to curb sulfur dioxide emissions was inevitable-and that his industry should have a seat at the negotiating table. Though his peers were opposed to any government action, cap and trade looked to him like a smart and creative compromise that would enable utilities to modernize their plants and meet aggressive emissions targets without sending electricity prices skyrocketing. In 1990 Rogers testified before Congress in support of cap and trade, which was established by the Clean Air Act Amendments that year. A relatively high number of allowances gave PSI time to make a deliberate and sustainable transition to cleaner generation. Within three years the company's market capitalization had increased by more than 65%, while its price to customers had dropped. By 1995 its sulfur dioxide emissions were down by 30%. PSI acquired a national reputation; it merged with Cincinnati Gas & Electric to create Cinergy, which in 2006 merged with Duke Energy. Together with 21 other companies and five leading environmental organizations, Duke created the U.S. Climate Action Partnership to lobby for strong federal legislation to reduce greenhouse gas emissions.

The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? Commenting on this fictional case study in R0410A and R0410Z are Brian Flynn, the CEO of Schlossberg:Flynn, a business development consulting firm; Frank Furedi, a professor of sociology at the University of Kent in England; Paula Brantner, the program director at Workplace Fairness, a nonprofit organization; and James E. Rogers, the CEO of Cinergy, a diversified energy company.

The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? Commenting on this fictional case study in R0410A and R0410Z are Brian Flynn, the CEO of Schlossberg:Flynn, a business development consulting firm; Frank Furedi, a professor of sociology at the University of Kent in England; Paula Brantner, the program director at Workplace Fairness, a nonprofit organization; and James E. Rogers, the CEO of Cinergy, a diversified energy company.