Integral Leadership Review
Volume II, No. 10 - November 2002

• HomeAbout ILR
• Complimentary Subscription
• Join Friends of ILR
• Integral Leadership Council
• Archives
• Leadership Resources
• Submission Guidelines

Mission

I am grateful to the more than 500 subscribers to Integral Leadership Review. Your support means that we can move closer to a way of viewing and being in the world that is integrative, generative and supportive of our evolving integrity - learning to align our theory and our action, our values and assumptions with achieving what is important to us. Also, I am grateful to the many kindnesses, suggestions and offers of support we have received.

The mission of this e-publication is to be a practical guide to the application of an integral perspective to the challenges of leadership in business and life and to the effective relationship between executive/business coaches and their clients. My vision includes that this will be a place where others, as well as myself, can continue to develop and share ideas about integral leadership and integral coaching.

> Russ Volckmann

The Integral Model of Leadership: Integral Leadership - Part 20 

The Cultural Imperative
(20th Article in a series on Integral Leadership)

If you are not interested in theory, skip this article. I will try to get back to focused practical application in the next issue. -- Russ

In an earlier edition of Integral Leadership Review (Volume 11, No. 3 - March, 2002), I discussed the notion of attunement, the dynamics of the relationship between the individual leader's values, beliefs, assumptions and intentions in relation to those held by the collective, that is, within the culture. Since that time interesting work has been done on the use of Ken Wilber's notion of lines in individual consciousness and development. These are cognitive, emotional, somatic, relational, spiritual, and integrating. As Steve March points out, "Moral and values systems might make the list as well."

The application of developmental models has helped us see that there is a messy, organic process that individuals go through in their development. For example, the spiral within (Ken Wilber, Susann Cook-Greuter and Don Beck) applied to lines suggests the possibility that the individual can be at different developmental levels at any given point in time along any of the lines. As Leo Burke points out (see the interview below) this makes intuitive sense to executives and others studying leadership.

And what of developmental levels and lines within cultures? What are the lines within cultures and how can their development be understood? In answering these questions we enter a world of even greater complexity, even greater messiness. For in the world of culture we have the combined values, beliefs, assumptions and intentions held by individuals. These are not just a taxonomy or a list, but a product of the mix of the factors, that is, how they play off each other.

Thinking about models of integral leadership is taking at least two forms. First, the leader is viewed as holding a position in the upper left and upper right quadrants of intention and behavior. The lower left and lower right quadrants are deemed to be the culture and systems, respectively, of the organization or system of which the leader is a part. There is nothing wrong or inaccurate about this approach, as far as I can see. However, it does beg the question of leadership as a holon, leadership as a holarchy.

It has been argued that leadership is an activity, not a conscious entity in and of itself and thereby does not qualify to be treated as a holon or holarchy. Yet, the holarchy is used to describe galaxies, planets, tribes and nation states. While these may contain elements of distributed consciousness (Wilber) within their lower left quadrants that is a tough, perhaps metaphysical, case that needs to be made. I would suggest that a leadership system has as much distributed consciousness as a tribe, which by the way would be a higher level holon because it includes multiple systems in addition to a leadership system.

The second approach, that represented by the articles in this series, is to consider leadership (organizational or business) as the context. The individual leader is still represented by the upper quadrants as in the first approach. However, the lower left and right quadrants represent the "leadership culture" and the "leadership system" of the larger organization or business. And, by the way, there is no apparent reason not to apply either approach to community leadership.

This does raise the question of what is the difference between a leadership system and an organization as a system. Tentatively, the leadership system is on a par with the communications system, the decision making system, the innovation system. These are all slices of the organization as a system. Is this a helpful approach? Only to the degree that it supports our efforts at differentiating the notion of leadership and reintegrating it with our thinking related to other subsystems.

This second approach leads to some confusion in our thinking about leadership. As long as we persist in thinking of leadership = leader, the first approach makes sense. However, if we think of leadership as a phenomenon deserving to be studied through a holonic and integral perspective, we need to consider the culture of leadership and the systems of leadership in any larger context.

When we focus on leadership as a phenomenon we can ask a different set of questions. For example, what are the lines relevant to a leadership culture within a larger system? Developmental approaches suggest at least two lines: cognitive models about the individual as a leader and values about relationships in leadership. We might cast around for some others such as assumptions about leadership and assumptions about followership.

Another strategy might be to draw upon a balanced scorecard approach and consider the lines to be those that are (1) internal to the leadership system, (2) relationship centered, (3) perspective on the material world, and (4) orientation to learning and development.

Are there functional equivalents to cognitive, emotional, somatic, relational, spiritual, and integrating? Culturally, cognitive may be about the dynamic mix of models of leadership, ideas about hat it is and is not to be a leader and about how leadership plays a role in the culture. Emotional may be about attitudes toward leadership. Somatic may be about beliefs of how leadership is structured and situated within the large system. Relational brings in ideas about how leadership interfaces with the rest of the system. Spiritual is connected to values, morality and beliefs about what is good or even about just what is. "There is no concept more familiar to us than that of spiritual energy, yet there is none that is more opaque scientifically." Pierre Teilhard de Chardin.

And integrating? I suppose this is about the dynamics of related meaning. Perhaps it is related to the Buddhist idea of Dependent Arising.

Dependent rising is about causation and that everything that exists has both a cause and a condition(s) for its existence. As a consequence, everything has a dependent existence, does not exist independently in any absolute sense. Thus the integrating aspect of culture might relate to how all of these variables fit together in cause and condition.

And how to guide the individual leader in a collective leadership environment marked by complexity and change? From a process point of view, it suggests that holding conversations about values, beliefs and assumptions related to leadership would contribute greatly to development in any context. And we can use some of the guidance of Trompenaars and Hampden-Turner about the dilemmas that leaders face in global businesses. Each situation provides an opportunity to discover how to hold these dilemmas. Each situation has an opportunity to discover more about connections. Each situation provides an opportunity for learning and discovery. This involves all quadrants, all levels. It is relevant to culture. In the world of business, and one might argue equally for community and the planet, the political and ecological crisis is severe enough that such learning and discovery becomes a cultural imperative.

A Fresh Perspective: A Conversation with Leo Burke, October 16, 2002 

Leo Burke was at Motorola for 12 years, the last six of which were in Motorola University. During that time, he was Dean and Director of the College of Leadership and Transcultural Studies. More recently he became Associate Dean for Executive Education at the Business School at the University of Notre Dame. There he has initiated programs based on an integral approach to leadership.

Q: What I know of you I think first came out in Ken Wilber’s book on Theory of Everything in which he talked about you as heading up Motorola’s leadership development program, is that right?

A: I was at Motorola for 12 years, the last six of which were in Motorola University. During part of that time, I was Dean and Director of the College of Leadership and Trans-cultural Studies.

Q: That’s a big title. Tell us what it means.

A: At the time Motorola University was organized by colleges in terms of content oriented around different subject areas. One was in software engineering, another in hardware engineering, one in quality, another in sales and marketing. We had one in leadership and trans-cultural studies. The idea for that particular unit was to increase leadership education particularly focused on middle managers and above. There was an added dimension given the global nature of the corporation to increasing trans-cultural literacy among our managers.

Q: Being able to deal with the diversity effectively and actually leverage it?

A: Yes, absolutely leverage it to understand what the components are that requires it so much more when doing business in Brazil, China or India. We were also interested in the unique characteristics of those cultures that we can incorporate, both with our associates working there in country as well as exporting perspectives to use elsewhere in the world.

Q: What brought you to that position?

A: Well, I had been doing leadership and organizational effectiveness at Motorola University when we formed those new colleges. It was kind of a natural step for me to start that unit and head it up.

Q: Did you come to the whole area of development and change out of the management role or out of a consulting role?

A: I had a Master’s degree in organization development and had worked as a consultant. I was always in education at Motorola. I started though in engineering education.

Q: Are you an engineer by background?

A: No, I’m not, but actually that assignment was invaluable to me in terms of understanding our business and where we were going.

Q: Since leaving Motorola you’ve started an executive program in Integral Leadership?

A: When I left Motorola I became Associate Dean for Executive Education at the business school at Notre Dame.

Q: When did this executive program on integral leadership begin?

A: We’re just launching it now. We designed it several months ago. The design that we had I would describe as too robust for the market. The design called for a week at Notre Dame, six weeks back on the job with telephone coaching, a lot of assignments and another week at Notre Dame. People thought it was a great idea, but nobody had the time to attend. So we’ve now condensed it so there’s a one week version that we’re running in December.

Q: Congratulations. What was the path that brought you to the concept of integral?

A: When I was at Motorola U heading up the leadership college in the mid-nineties we had a skunk works projects called the Fayol project, named after Andre Fayol. Fayol’s categorization of the functions of management was something that had a lot of staying power for many generations. What would it take to create another breakthrough that would have that level of impact on the thinking about managers and have that kind of staying power? The guiding impetus was two sets questions. First, what if human beings really aren’t who we think they are? Second, what if business really isn’t what we think it is?

We have these uninspected assumptions of how we plow through our lives and our work. Maybe there’s something more here than meets the eye. If we could explore these maybe we could have some insights as to how managers could do their jobs more effectively and serve their constituents by truly adding more value.

I had read some of Ken’s work much earlier, but at that time Sex, Ecology and Spirituality came out. I was taken with that work and thought that it had significant implications for us. I began passing it around Motorola wherever I could and writing to Ken. At the same time as part of the Fayol Project we were bringing in folks to come to talk to us who were kind of a little bit off the beaten path for the kinds of people that Motorola would normally be engaging. One was the futurist, Willis Harmon.

Q: One of the founder’s of the Institute for Noetic Sciences.

A: Exactly, and then the co-founder of the World Business Academy. Another was a physicist Dana Zohar who had written Quantum Society. Another was a management consultant from India, Debashis Chatterjee, had written a book on Buddhist and Hindu principles of management.

These people would come in and talk to us. We would kick around ideas about where the world was going and how managers needed to develop to be effective in this world. One of the things that struck me was that each of these folks had concluded that the most important thing managers could do was to understand themselves better. That made a real impression on me. They were coming from very different points of view and different educational backgrounds, but they had all reached the same conclusion.

Ken had introduced the quadrants and the holon. It was a very neat, clean notion of the interior dimension that fit with what we were hearing from a variety of other people. Things began to match up.

In my own experience in working with managers at various places around the world of Motorola in China, India and a lot of European states, I found that this whole interior dimension if it were not fully developed, the ramifications could be disastrous. In fact there is a case study I use now in one of my classes around a famous now fired executive of Motorola who was clearly very brilliant in some respects but didn’t have other dimensions of his life together. He led a relatively uninspected life and then created a lot of havoc and damage It cost the company billions of dollars.

Q: This resonates with what’s going on for a lot of financial executives and CEOs these days, doesn’t it?

A: Absolutely. So in early 2000 I was on sabbatical from Motorola and at that time Ken was forming the integral institute. We had various pod meetings and I was invited to the first meeting of the business group. After that meeting we formed a small core team that would meet quarterly with Ken and try to flesh out his ideas for applying them to world business. I don’t know if you would know all these players, but the guys who are still with this core team, Bob Richards, Fred Kofman, Michael Putz who’s a strategy guy at Cisco, and me. We continued to meet and work. I found it really stimulating and helpful to attempt to take Ken’s work, see how we would apply it in the world of business and how we can make it relevant, practical and tangible.

As an outgrowth of those meetings and in my new role at Notre Dame it seemed like just a perfect match to launch something like the executive program. We got it together and we’ll see where it goes. Equally exciting is that we are now introducing a one week version of integral leadership into our Executive MBA curriculum.

Q: What is integral leadership?

A: It’s thinking in a kind of simplest exposition, taking a look at various dimensions of leadership. This means looking not only at the exterior components of our work life but the inside, or interior, as well. The way we’ve specifically presented this is to go through not only Ken's notion of quadrants but developmental levels and Ken’s treatment of lines of development. These form a pretty coherent picture for people in terms that are sufficiently robust for managers to consider how they both further their own development as well as lead their organizations.

Q: There’s an implication in taking this approach that I’d be interested in hearing your ideas about. I don’t think most people in business would have a struggle with the notion of the interior at least in some senses, and the exterior at the individual level. What I find challenging for some, or a different way of thinking about what leadership has to do with the inclusion of the interior or exterior collectives. How do you approach this notion of integral leadership as a phenomenon that is more than an individual phenomenon but is also a collective phenomenon.

A: The way we've treated it is we've defined the collective exterior as all of the systems and processes that businesses engage and employ. So it's all the stuff you can see when you walk into a factory that’s going on, in fact what enabled widgets to be made. The collective interior is culture and shared values. When you look at the collective interior from that point of view, most people get that. Most business managers really acknowledge the validity of culture even though most don’t fully understand it and certainly don’t know how to manage or engage it effectively. But there’s at least the notion that , yes, this is the variable we need to be paying attention to.

One of the exercises used is to see what questions you can ask around each of the four quadrants with regard to a given business issue and the notion that any change initiative that doesn’t take all four quadrants into account is likely not going to result in a solution. The set that have some pieces missing.

Q: I think of the holon and the holarchy as a representation literally as a model of everything in the ways that Ken has talked about. Well, if leadership is a phenomenon, at the individual level we can look at values, beliefs, assumptions, aspirations and things like that on the interior as well as individual developmental levels. Then we can look at the behaviors in the upper right related to that. What is the leadership phenomenon in the lower left lower and lower right quadrants? It’s something more specific than culture and shared values, isn’t it? It’s something more specific than systems and processes?

A: Clearly our integral business core team acknowledges that that needs to be fleshed out more and I think a lot more work needs to be done there, so I don’t have a good answer for you. There clearly are ways a leader engages, leverages, uses, somehow interacts with the collective dimension at various levels within an organization, whether it’s within a team, a department, a division or the entire enterprise as an example. But frankly, we have not fleshed that out with the core team, so that’s sort of a watch this space. Frankly I think we’re talking about a good five year project that needs to involve lots and lots of people to share enough information. You know, this is where you play a critical role, as sort of a kind of the hub of an information wheel so that practitioners and theorists can learn from each other and flesh these things out more.

Q: One of the things that I think is very interesting about this is the question of how do we begin to make it intelligible to people who are not used to this way of thinking, no matter what quadrant we’re talking about. And so there are ways of introducing these ideas and these approaches that are more successful than others. What thoughts have you about that?

A: The way that we’re going is building blocks. You know there’s a theory piece people need and then there is obviously practice. The building blocks certainly include a discussion of quadrants. Discussion of quadrants for most people I think has face validity. At least that’s what I found in my courses that I’ve taught to our EMBAs, particularly if it can be framed as a way of looking at how they might think from the point of view of each quadrant as they look at a business issue.

The way we’ve defined lines of development is we’ve parsed out six seven lines ––a cognitive line, a moral line, an interpersonal line, a physical line, an emotional line, a values line, a spiritual line. When we say physical, we really mean the kinds of decisions you make, interior decisions you make about physical health and well being. When people see that it makes a lot of sense to them. They can understand this, or they’ve had a boss who was very strong in the cognitive line but a real moron in the interpersonal line. That all makes sense. What it stimulates most people is the interest in horizontal development. One might say, "I haven’t been exercising. I need to be thinking about that or cleaning up my diet. Or my interpersonal relationships are not the quality I need them to be. Or the feedback I’m getting suggests that I really need to engage stuff around emotional intelligence." It doesn’t scare people off.

The moral line these days with all this stuff around ethics is sort of a no-brainer. The whole discussion of spiritual is interesting. People find that intriguing. Our approach has been to basically to say, "Do you think this is a legitimate area to talk about? What are your perspectives here?" We point out as Ken does in Integral Psychology that there are a lot of ways to define spirituality. When we talk about the levels, that’s a little bit trickier.

Q: Do you use a particular developmental model?

A: Well the model that we have, that we started with in our core team, was the Spiral Dynamics model. Ken impressed upon us that it’s really important to not get into typing people, to say you’re an orange, so-and-so is a blue, somebody else is red. The Beck-Cowan-Graves taxonomy applies to the values line and so life is a complex. There are all kinds of different levels for different lines. It’s much more complex than just stereotyping somebody, kind of pegging them to a certain point.

In our integral leadership course we use Jenny Wade’s terminology, as well as her mindsets instrument. It maps well with Beck since Jenny’s work is also based on that of Clare Graves.

When presenting from an instructional or pedagogical point of view the question always is: Why are you conveying this material? What utility does it have or how does it fit in? I think the justification for presenting something on levels is that it enables people to see the different levels of complexity in a way that they can grasp. They come to appreciate the fact that there are people in their organization at various levels driven by various value sets and interests.

Managing such diverse sets of people is not something you can do with one kind of fell swoop. It requires much more. It’s a more complex task than people might think. People know it’s complex at one level because they see that things aren’t working the way they think they ought to work. They’ve just never understood why, and this can provide some kind of insight into the kind of drivers, diverse drivers that people have.

Q: Does it give them anything fresh in the way of tools, strategies or approaches for dealing with that?

A: For example, Jenny Wade has a very useful workbook. It offers suggestions of how you would lead under certain circumstances, how you would reward people who are coming from different perspectives, how you would design the best job matches. So there are some very practical kinds of suggestions.

We use Wade as the front and then have supplemental material for people that are interested in exploring things. My sense is this is just about enough theory that people are willing to absorb on a first pass here. Especially the folks who are in our population: busy executives.

Now they’ve come away with the notion that there really are these different dimensions: interior, exterior. They hadn’t quite thought of it this way before. These lines of development make sense. They can see that. They understand that and say, "These levels are really something. I didn’t know that people really go at life quite differently, I get this values level and now I can begin to see that these other levels on these other lines, and…"

Q: And now they’re overwhelmed?

A: Yes, it’s a lot. So how do we make that digestible and actionable? The way the device we’re using –– and there may be ways to do this –– is they build a personal action plan of things they want to do differently. And there’s a whole lot of other stuff that goes on in this program: 360° feedback and simulation. Also lots of inputs. Fred Kofman does several days in terms of communication, truth telling, emotional intelligence kinds of things.

There’s also a business issue that threads through the whole week. They engage with looking at a business issue, taking into account the new information that they've gotten at every point.

Q: What would be an example of that?

A: It can range from "How do I increase market share or introduce a new product into a market?" to "How can I more effectively merge two business operations that are now coming together?" to "How can we more rapidly innovate new product development?" You can really take a range of issues.

Q: Let’s look at the implementation, the making it real piece. It sounds like after they’re first been introduced to this material they go back home and they have a period of time in which they’re receiving coaching, is that correct?
A: Well, that was true under the original model. Now it’ll be a little different with our EMBAs because I have access to them for a longer period of time. But under the new model, they are only with us for a week.

Q: I see, with no follow up.

A: My experience is the whole follow up process is so challenging in the non-degree world. People just get onto other things. They’re just very busy. We’ll do some evaluation to see how they are applying and we’re trying to figure out. Perhaps there is a pay-per-view service we could offer with regard to follow up that would be of interest to people: either guidance or some kind of coaching. But we have much more to learn there.

Q: Yeah. And how many people do you have in the program?

A: The first one we wanted like 25. The first one I think is at 40.

Q: Wow!

A: Yes. We thought we were gating right, and then more water came over the dam than we were anticipating.

I gave a presentation at the Executive EMBA Council Conference. It was very interesting because these are mostly people that run executive MBA programs. I brought out what we’re doing and an overview of an integral model as we’re using it with our students, a discussion of quadrants, lines and levels.

I described how we’re doing that and then we had a conversation as educators. What should we be doing in executive MBA Programs? Is this legitimate subject matter to be engaging? It was a really interesting set of conversations. The consensus was that all the emphasis we place on functional and quantitative skills is clearly necessary but not sufficient as we look at the world today. Engaging our students, whether it is through an integral model like we’re trying at Notre Dame or something else, is absolutely essential. And so the reason I’m excited about that is the whole notion that business education, and I think the recent epic scandals can be an accelerant here, is potentially going to renew itself in a way that could be very positive in terms of a much broader view about what it means to be a successful executive or to be an educated MBA.

Q: Have you noticed any fallout from what’s been going on with the Enron and post-Enron era in terms of people’s openness and receptivity to these ideas?

A: Yes. I think at Notre Dame there’s a self selection process that goes on with our students, because we’re pretty explicit about the fact that one of the things that we offer is an attempt to imbed a discussion around values into most of what we do. This definitely is an area that has the interest of our students. We have a series of CEOs that come in and speak to our students. It has just been very, very interesting in terms of the seriousness with which people are examining these issues. I think there’s much more reflection. And, you know, part of it too is given what is going on with the economy, people are coming to the awareness that they’re not going to be millionaires in three years. Business really is hard. and do I really want to do this, and…

Q: Maybe I should be a teacher.

A: Right. We have a huge number of undergrads in Business and I think all because of the run up in the NASDAQ in the nineties. It will be interesting to see the impact of the ethics scandals and the economy. I think the whole thing is for a reduction …

Q: People are starting to question and reexamine, and that can’t help but help, you know?

A: Exactly.

Q: Well, wonderful, Leo. Thank you so much.

A: Sure enough.

To read the complete interviewclick here.

Global Integral Research, Inc Presents:The Wade Mindsets Leadership Development Program
Jenny Wade Ph.D.  

This two-day workshop is a certification program in the Wade Mindsets System for Leadership Development. This unique approach is based on adult developmental psychology and how it affects:

• The way people think
• The environment and work they prefer
• How they relate to others
• The way they respond to different incentives
• How they pay attention selectively
• How they communicate and respond to communication
• How they make decisions

This comprehensive, research-based system will illuminate your work with leaders and employees in work organizations as well as in other settings. Certification is designed for consultants, human resources professionals,and executive coaches.

• In an experiential, multi-media workshop, participants will learn:
• The six mindsets displayed by workplace populations.
• The leadership styles appropriate for effectively working with each mindset
• Effective communications methods and media for each mindset
• How to match jobs with each mindset for better performance outcomes
• How to structure learning/training for each mindset to support better outcomes
• How to design feedback, recognition and reward for each mindset for performance improvement

Certification includes training in using the Wade Mindsets Work Inventory (http://www.wademindsets.org) and permission to use this web-based, statistically reliable instrument for assessing the mindsets predominantly used in work organizations by employees at all levels. Assessment is so quick and affordable it can be used across entire employee populations as the basis for individual, group, function, or complete organization applications. Databases can be created for consultants and client companies. Certification also includes the right to use leadership development materials furnished by Dr. Wade.

Wade Mindsets Systems is an integral approach that not only sheds light on individuals and their relationship to others and to work, but also on the environments, cultures and infrastructures that suit them best. Its most exciting implications involve work and organization design. An optional third day of the workshop is available for people certified in the first two days. It covers certification for Wade Mindsets System for Organizational Design. It includes:

• Organization Assessment
• Organization Structure and Job Design
• Recruitment and Selection Strategies
• Employee Development and Succession Planning
• Compensation, Reward and Recognition Strategies
• Communication Systems
• Special Issues for Sales and Marketing

When: 9 a.m. -5 p.m. Jan 11th & 12th, 2003
Where: Westin Hotel (S.F. Airport) Millbrae, California
Contact: mdo.enews@verizon.net

Integral Leadership in the 21st Century  

Introduction

The 1st European Integral Leadership Summit was held in London over the weekend of 18 to 20 October, 2002. It was put on by Inspiral World in conjunction with a number of sponsors including the Global Values Network (GVN). As part of the Leadership Summit the GVN ran a specialized GVM WorldSCAN Integral Leadership Survey where data was collected on-line from participants as well as from the broader GVN Global Partner network.

Broad Objectives

The Leadership Summit was put on to bring together people in Europe who are aware of the potential major role of Integral Leadership in the 21st Century. In particular the focus was on the SD Values Technology developed over the years by Don Beck and others who work with him in associated areas.

Those invited to speak included Dr. Don Beck as well as a wide selection of individuals who are experienced in the integral leadership area.

Integral Leadership in the 21st Century

In outlining the future role of Integral Leadership in the 21st Century Don Beck spoke about the real need for the emergence of 2nd Tier Values. These are the values systems (Yellow and Turquoise) that have the capacity to manage the other values systems to the maximum benefit of all the inhabitants of the Global Village.

First Tier Values normally center on the dominant values system ranging from Green through to Beige. However, 2nd Tier values are able to mix and match the values systems in order to move the whole society forward. A good analogy is the Formula 1 racing car with its full range of gears providing the driver with different options in terms of speed and cornering ability during the race. 2nd Tier drivers will use all the gears while those operating out of the 1st Tier will only use two or three of the available eight gears.

Don Beck also spoke about Clare Graves, the originator of the Spiral Dynamics theory. In his research Graves saw that there was a quantum leap from 1st to 2nd Tier Values Systems. Graves saw the evidence of this in his research data but it is only in the last 20 to 30 years that this has become more evident at the global level.

Integral Leadership and Change

Progressing from values systems to change in the 21st Century Don Beck outlined the stages of change and how different people and societies manage this change. In understanding the postmodern world there is a greater need than ever before for the change process being more fully understood and managed.

Although we believe we understand the change process when we encounter change in our own lives, we often fall into the trap of becoming frustrated and not looking for innovative change options to move forward. It is equally important that whole societies recognize this in the turbulent times in which we all live.

Don Beck pointed out that Integral Leadership requires individuals who come out of 2nd Tier but who can manage the different 1st Tier values while also seeing innovative change options in the environment in which these different societies operate.

Different Values Approaches for Different Societies

Following the issues of change, Alan Tonkin from the Global Values Network focused on the unique GVM WorldSCAN approach. The point emphasized in this presentation was that one cannot judge the world on the basis of postmodern values coming from the Blue/Orange/Green/Yellow spectrum.

Alan pointed out that in terms of the GVM WorldSCAN data over 80% of the worlds population come out of the Purple/Red/Blue values with the peak being centered in Red. People who live in the post-modern world believe that other societies think and behave as they do. This is of course far from correct and Alan used a slide to show how differing societies values evolve over time (see slides attached to e-mail).

The recent increase in global terrorism flows out of Purple moving to Red. At the same time in many of the emerging societies in the Middle East, SE Asia, Africa and South America there is not sufficient Blue to stabilize the society or stop corruption in both the public and private sectors.

In considering global development initiatives from a broader perspective these need to be tailored to meet the specific requirements of the society involved. A good example of this is in Afghanistan where the government is having great difficulty in stabilizing the areas outside of Kabul and the other major towns. Many of the warlords who come from the Red values system are resisting the Blue law and order requirements of the new administration, which is not at all surprising from a values perspective.

At the same time other societies and governments such as Indonesia with the recent Bali bombing have experienced difficulty in managing the Red/Purple in their society as the Blue is not sufficiently well developed. The Philippines and other countries in the SE Asian region are going to need to know how best to manage these stresses and tensions in their societies as Orange/Green values are often not able to handle these challenges effectively.

GVM WorldSCAN

The newly launched GVM WorldSCAN linked to GIS technology allows for the values mapping of societies/organizations. The GVM WorldSCAN approach allows decision makers in both the public and private sectors to make the correct strategic decisions around how to best communicate and manage the various values mixes/spectrums.

In using the previous example of the Formula 1 racing car this approach allows global leaders to select the right ratio for the conditions prevailing at a particular time and place. Details of the results of the GVM WorldSCAN Integral Leadership Survey can be viewed on www.globalvaluesmonitor.com/results/results.asp

Additional Information from the London Summit and the GVN

A CD is being produced from the London Summit and will be available directly from the GVN. For further information on the WorldSCAN product range contact the Global Values Network at info@globalvaluesnetwork.com

An objective of the Summit was to bring Europeans and others from around the world in sharing the concepts of Integral Leadership and learning more about how the SD theory could be applied in practice.

Program

The Summit ran over two and a half days starting at midday on the Friday and finishing on the Sunday afternoon. In order to provide an overview of the Summit here are some of the key presentations. This is not an exhaustive list but a CD is being prepared of the presentations and this will be available shortly. At this stage we do not have a firm price for this but will be in a position to let those who are interested have a cost for the Summit CD shortly.

DAY 1: Friday 18 October, 2002

There were two main presentations on Friday the first being a keynote address by Dr Ichak Adizes from the Adizes Institute in California and the second by Dr Don Beck at the Gala Dinner in the evening.

Dr Ichak Adizes introduced his well-known topic of organizations having life cycle stages progressing through the Growth phase and then moving into the Aging process. He made the point that companies like people follow definite growth stages. At the sixth stage, Prime, both humans and companies are at the pinnacle of health and prosperity. Dr Adizes made the point that when organizations are young they are flexible, but not always controllable. As they age they become more controllable, but less flexible.

Dr Don Beck provided participants with an insight into Integral Leadership and an overview of why 2nd Tier Leadership is an essential part of us moving positively into the 21st Century. He provided examples of why it is necessary for us to move beyond the 1st Tier Values Systems of Beige through to Green and move into 2nd Tier where all of the values can be managed through Yellow/Turquoise integral.

DAY 2: Saturday 19 October, 2002

There were a number of key presentations on Day 2 with the ones selected being the following:

Bob Garrett provided an insight into the problems being faced in corporate boardrooms and provided a vision of what needs to be done. He suggested that some of the reforms suggested are "too little, too late."

Don Beck provided further insight on the "Change Process" with particular reference to what happens under different conditions and linking this to real world issues such as the Middle East and South Africa.

Linking all of the above together Alan Tonkin used the GVM WorldSCAN Survey project as a living example of how to read and manage the different values systems in practice. Examples of how values systems evolve over time were illustrated using a variety of historical as well as real world 21st Century models.

The GVM WorldSCAN Integral Leadership Survey has just been released and can be found on www.globalvaluesmonitor.com/results/results.asp

DAY 3: Sunday 20 October, 2002

As on the previous day there were a number of presentations and only one or two of these will be selected for comment. All presentations are included in the Summit CD with the exception of the WorldSCAN Survey which is available on-line.

Robin Wood and Mary Key gave an interesting and challenging presentation on the "Hallmarks of Integral Leadership" and pointed out why Integral Leadership is different from other more traditional approaches.

Joe Rende provided insights into "Developing Integral Leaders" and the role and advantage of the Corporate University over the more traditional business school approach. This is the 2nd Tier 21st Century approach compared to the 1st Tier 20th Century approach in Leadership and Learning.

Summing Up and the Way Ahead

In summing up the Inspiral World team explained that they would be working actively to provide additional insights and learning opportunities in the months ahead. An announcement was also made by Christopher Cooke that Inspiral World and the Global Values Network would be working collaboratively in order to provide a GVM UK ValuesSCAN starting with Yorkshire and surrounding areas. This exercise would be expanded to cover the whole of the UK by the end of 2003.

Phase 2 of the exercise would be to expand into Europe and it was hoped that a GVN EuroSCAN Survey would be available by late 2004/early 2005.

Conclusions

There was general agreement by participants that the conference had been beneficial and would be worth repeating on a regular basis. There was also discussion that in future years the venue would move to different European locations.

Alan Tonkin
Chairman: Global Values Network
info@globalvaluesnetwork.com
7 November, 2002

Summary

W. Brian Arthur, et al, "Illuminating the Blind Spot: Leadership in the Context of Emerging Worlds"

From the McKinsey-Society for Organizational Learning Leadership Project, 1999-2000 comes this su8mmary of 20 propositions based on conversations and interviews among Arthur, Jonathan Day, Joseph Jaworski, Michael Jung, Ikujiro Nonaka, C. Otto Scharmer and Peter Senge. Others who participated included Ron Heifetz, Robert Kegan and Rupert Sheldrake. What follows is a distillation of themes.

The Challenge:

We Live, Lead, and Work in an Era of Clashing Forces: The pace of change today is different from the past. It is faster and the paths are less predictable.

The New Leadership Challenge is to Sense and Actualize Emerging Opportunities: The role of leader is also changing with positioning them as part of a generative force to reshape the world.

For Leaders, What is 'Real' Has Changed: Softer variables such as intention, meaning making and relationships are being included with hard variables in value creation.

Operational Excellence Requires Accounting for Complexity and Evolution: There is a challenge in coordinating increasingly complex performance systems.

The Quality of Awareness Determines Performance: "In order to do well in high-tech-driven environments, leaders will have to develop a new cognitive capacity that involves paying attention to the intangible sources of knowledge and knowing."

La Plus Ca Change, Plus C'est La Meme Chose: Despite the need, there is little evidence that leadership is changing in most organizations and companies. Knowledge needs to be developed from action through being mindful of the deep sources of behavior, profound innovation and change.

An Overarching Theory:

Experience Must Inform Strategy and Leadership: Our inability to see the full process of social reality formation is an important blind spot; Learning to understand this is critical for leadership and strategy development.

Social and Managerial Realities Arise for the Same Deep "Source": An integrative view must include cognition science, action science and philosophy in developing a phenomenology of distributed leadership that describes the behavioral level, patterns of relationships and source--the place from which a system operates. The Self is the Eye of the Needle: "The point of a distributed leadership phenomenology is to conceive of social and managerial reality creation from the perspective of the actor--the 'I,' the self--both individually and collectively." This requires a deeper level of knowing.

Knowledge Creation and Innovation Happen in Places: Ba, Nonaka's notion of shared context, arises from interactions among individuals, not within the individual.

Primary Knowing: Shifting the Place from Where We Operate: A new kind of knowing, wisdom knowing, is required that recognizes that mind and world are aspects of the same underlying field. "The core process of future leadership is deeply connected with the capacity of presencing: to use one's Self as a blank canvas for sensing and brining into presence that which wants to emerge."

Organizations Are Relational Spheres in Motion: Organizations can be thought of as morphing fields with attractors. "The fields organize systems in a nested hierarchical way…." These spheres of relationships include customer relationships, operations and infrastructure, as well as product innovation. The challenge is to create "an ecology of differentiated relational spheres that are driven, interwoven, and integrated through individuals and networked teams ho participate and move across, as needed, the different spheres of relationship and value creation."

Organizational Health Stems from the Interplay of Three Relational Spheres: the formal/structural, the social/relational, and the trans-personal.

Leadership Is Both Deeply Personal and Inherently Collective: It is about shaping life-enhancing conditions. "It involves individuals tapping their sources of inspiration and imagination, and it involves collectives actualizing emerging futures. It grows from both individual and collective discipline, much of which we still grasp only dimly."

Implications:

The Most Important Tool for Leading 21st Century Change Is the Leader's Self: "…the success of a tangible move in a particular situation depends on the Self of the intervenor

Distributed Leadership Systems Require Collective Practices: This means to study to see reality, practice by meditating on reality, and serving by collectively co-creating reality.

Organizations Must Develop Core Practices that Inspire Creativity and Action: These are observing, sensing, presencing, envisioning and executing.

The Leader's Work Is to Allow New Social Spaces to Emerge: These are the spaces of seeing and sensing; sensing, presencing and envisioning; and incubating and rapid prototyping.

The Quality of Places Is Foundational In Transforming Organizations: Nonaka indicates that a good 'Ba" has five elements: self-organization, an open boundary, transcending habitual patterns, multi-discipline and multi-viewpoint dialogues, and equal access.

Seven Principles for Changing the Quality of a Field:

Immersion - becoming fully engaged in the contexts at issue,

Interpretation - becoming conscious of one's own and other people's views and moving across all of them with ease;

Imagination - a quality of observation that involves seeing and sensing;

Inspiration and Intuition - the senses that allow one to recognize and strive for the highest possibilities;

Intention - the alignment of one's will with what is trying to emerge as the larger whole;

Instant execution - rapid experimentation and prototyping in order to capitalize on emerging opportunities; and

Implementation - embedding and embodying the seeds of innovation in appropriate structures.

CODA › Russ Volckmann

Mary Hessler-Key, Ph.D. and Robin Wood, Ph.D.,
Developing Leadership Capacity: Searching for the Integral
A paper presented at the 1st International Conference on Integral Leadership,
London, England, October 2002

Abstract: Leadership studies generally brush over the issues that differences in values and cultural relativism raise by defining the test of leadership as the achievement of results (i.e. - "Does this leader accomplish what he or she set out to do? If so, the person must be a good leader.") From an analysis of much of the leadership theory of the past century, we cannot decisively reject any of the theories as "wrong." But neither, it appears, can we applaud any one of them as the comprehensive theory that explains all others. This article integrates the many truths found in each of these leadership theories so that we can develop leaders who are up to the challenges we face in the new millennium.

To read this article click here.

^— ———-——— —^

And fromFast Company (December 2002):

No More Heroes (or Victims)

"The current obsession with the fall of the hero CEO is woefully one-sided, according to Roger Martin, management guru and dean of Toronto's top-ranked Rotman School of Management. In his new book, The Responsibility Virus: How Control Freaks, Shrinking violets--And the Rest of Us--Can Harness the Power of True Partnership (Basic Books, 2002). Martin introduces a framework for understanding where leadership breaks down and how to strengthen it for the long run. It starts with a virulent germ--fear of failure--that sets off an endless loop of what Martin calls 'under-' and 'over-responsibility.' The responsibility virus is a classic Goldilocks syndrome: The heroic leader assumes too much responsibility for success, and the people around him assume too little. The challenge of course, is to get it just right."

A Request

If you are finding the Integral Leadership Review to be bringing useful, fresh perspectives to the subject of leadership, please think of the leaders in business and life that might be able to benefit from subscribing to this epublication. Please send them a copy or a link to the web site, www.integralleadershipreview.com so that they may explore it. In this time of intense internet communication, we all need to manage our time and read those things which are most relevant for our work, our thinking and our values. It is my hope that many people will find the evolving Integral Leadership Review does just that. Your help is deeply appreciated.

Letters

Thanks for this news [Integral Leadership Review, October 2002]. I've had a number of opportunities to interact with Mike Jay and he has a first class mind, with a depth of understanding of the dynamics of leadership. I strongly recommend that others read this interview.

Also, the November 11, 2002 issue of BusinessWeek has an excellent feature story on CEO Coaches. It begins with the following: "Few chief executives will talk about it. But more and more, they're turning to counselors for help in navigating the current corporate turmoil. Here's a look inside the inner sanctum."

The piece identifies the "many faces of the dysfunctional CEO" and is quite supportive of the entire coaching movement. Here is another passage: "As an organizational agnostic with no agenda, a coach can move up and down the ranks, sleuthing out the shadow culture--all the subtextual undercurrents driving the company that are never talked about." One more: "When CEOs fail, and most do. . .it's because they misread the culture and the politics. And in the process, they don't manage themselves or their emotions very well." Don Beck

And thank you, Don. I am a fan and student of Mike Jay. He is initiating some very interesting applications of integral perspectives to the world of coaching and organizational change.

Dedication

Dedicated to Chris Newham with deep appreciation.

Feedback

Got any? E-mail Russ Volckmann - russ@integralleadershipreview.com.

Thanks  

Thanks for taking the time to consider this e-publication in a world of data overload. For leaders, collaborators, consultants, academics and coaches alike; I welcome you to some ideas and a dialogue that may benefit us all. I hope you will contact me soon with your idea, reference or article. Suggestions on improvement are welcome.

Russ Volckmann, PhD
Coaching Leaders in Business and Life
Email: russ@integralleadershipreview.com
Tel: 831.333-9200, FAX: 831.656-0110

Disclaimer:

This material is intended for informational and educational purposes only. Financial, Legal and Professional information is not Financial, Legal and Professional advice. You should see a Financial, Legal or Professional in the area in which you live if you need advice.

You are welcome to share the contents of this e-publication. Please provide source information, including www.integralleadershipreview.com.

Thank you.

© 2001 Russ Volckmann. All Rights Reserved