This research project started as an orthodox inquiry within the frame of established management theory. It asked: "How can firms in supply chains cooperate more effectively?" The research experience, wider reading and reflection then led me to challenge the tacit assumptions which underpin much current management theory. I reached the view that our management theories contain faulty assumptions about the nature of the social world and the nature of knowledge. Further, it seemed that this faulty epistemology could have dangerous consequences for humanity. I therefore reframed my inquiry. Rather than asking how firms could cooperate in the pursuit of profit, I asked how people could achieve improved intersubjectivity in the daily interactions of their working lives. The goal became the re-enchantment o f supply chains in order to improve the prospects for the survival of the human species. Such a goal is beyond the reach of a PhD Thesis, however. Here, I offer some early tentative steps. Drawing on experiences from a longitudinal ethnographic study of two large organisations over four years, I offer a set of models, or "ways of thinking". These models attempt to address the challenge of how to improve the quality of our participation at work. They draw on a range of academic sources, including the emerging sciences of complexity. Whilst theories of supply chain are considered, prior technical knowledge of supply chain theories is not required. In the ethnographic accounts, some names have been changed to preserve confidentiality. The Thesis is presented in a narrative style. Permission was given to write in the first person.