Integral Leadership Review
Volume VI, No. 2 - June 2006
Table of Contents
- Leadership Quote: Jeffrey S. Nielsen
- Mission
- Article: Reflections on the State of Integral Leadership Theory and Development
- Leadership Coaching Tip: Watch out for SHAMs
- A Fresh Perspective: Leadership Agility. A Conversation with Bill Joiner and Steve Joseph
- Article: Elza Maalouf, Field Testing the Integral Model in the Middle East
- Message from Dr. Don Beck
- Article: Rafael Nasser, “Consciousizing” the Middle East: Don Beck in Israel and Palestine, Part 2
- Integral For the Masses! Keith Bellamy, Protecting the Integral Crown Jewels—a leadership responsibility for those pursuing an Integral path?
- Announcements: Integral Review; The Challenge of Otherness: Authority, Leadership and Organizational Life; Integral Sustainability: The Integral Framework, The Integral Advantage; Spiral Dynamics Experience, Spiral Dynamics Integral - 1st Ever European Confab, Spiral Dynamics Integral PeopleScan Training; Fielding Graduate University and Integral Institute Team Up; The 8th Global Leadership Forum — The Challenges of Leadership
- Summary: Mark Edwards, At it Again…and Again…and Again…
- Coda: Resilience, Leadership and Coaching: Mike Jay, CPR for the Soul: Creating Personal Resilience by Design, Leadership University Press, 2006
- A Request
I wish to express my deepest gratitude to those who have chosen to provide voluntary contributions to support the publication of the Integral Leadership Review. My goal is to continue to make the work of those contributing to the development of integral leadership theory and applications accessible to all. When you choose to join this generous group, please go to http://www.leadcoach.com/donation.html. My request is for $10.00 to help defray our costs. You can also find out how your organization can become a sponsor of the Integral Leadership Review by contacting russ@leadcoach.com.
I would also like express appreciation to a sponsor of the Integral Leadership Review:
Stagen is North America's leading provider of integrally-informed organizational and leadership development products and services. Please visit stagen.com to find out more about their methodology, download white papers and learning modules, and explore opportunities for collaboration.
http://www.stagen.com/philosophy/leadership/
Leadership Quote
Whenever we think in terms of “leadership,” we create a dichotomy: (1) leaders, a select and privileged few, and (2) followers, the vast majority. There follows the implicit judgment that leaders are some how superior to followers. So you get secrecy, distrust, overindulgence, and the inevitable sacrifice of those below for the benefit of those above. The word leadership, in fact, immediately creates a ranked division of people in ways that do not serve healthy organizational relationships. It also produces a privileged elite who, no matter how sincere they are, will eventually be seduced by their position.
-- Jeffrey S. Nielsen, The Myth of Leadership: Creating Leaderless Organizations
Mission
We are in the sixth year of publication of the Integral Leadership Review. It is increasingly taking the form that I hoped, although I am sure there is still much that can be done to make this a useful document that attracts a wider audience in the fields of consulting, training and coaching, as well as among business and other organizational leaders who have a passion for leadership. In fact, we are committed to evolving this epublication and its resources as a center for discourse and learning about leadership through an integral lens.
I am grateful to the 1349 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, consultants and their clients. My vision includes that this will be a place where we can continue to develop and share ideas about integral leadership and integral coaching, particularly in their application. That vision is being realized.
Russ Volckmann
Reflections on the State of Integral Leadership Theory and Development
Russ Volckmann
Before you read any of the material below, please consider the importance of the series of articles and comments
by Elza Maalouf, Dr. Don Beck and Rafi Nasser. I believe this is some of the most important work published here.
It has been almost ten years since Chris Newham, Prasad Kaipa and I had our first conversations about integral theory and integral leadership. Influenced by Howard Gardner’s work on multiple intelligences and others’ work on emotional intelligence we turned to Ken Wilber’s A Brief History of Everything, No Boundary and Sex, Ecology and Spirituality for concepts and models that would be helpful.
Our work was contextualized by our own collective decades of management and leadership practice, consulting, training and coaching. Chris Newham and I pursued these ideas over a two plus year period and developed an initial framework that I published as A Leadership Opportunity. Subsequently, my work on this has been misleadingly solitary in the writing I have done and the facilitator role I have played in providing a voice for those who were also inspired in their work on leadership by integral ideas. I say misleadingly, because I have been inspired by and learned from the work of many others through their writings and in workshops. These sources have not been solely in the integral camp, but outside it, as well. Several members of the International Leadership Association, leadership theorists and others who have published in the Integral Leadership Review or been interviewed must be included. And so, too, several writers such as Frank Visser and Mark Edwards have been making such valuable contributions.
Today I find myself wondering where has it all brought us. In this issue of Integral Leadership Review there is an interview with two authors of what I believe will be the first book specifically focused on leadership from an integral perspective that has been published by a major publishing house, Jossey-Bass. Prior books had been self-published or put out by small publishing firms. In any case, few attempted to address the issue of leadership and its development. While I have known of at least one other book in preparation, one that would feature articles by several authors, the status of that book still seems ambiguous.
To read this article click here.
Watch out for SHAMs
It has become pretty clear that self-help programs do not, in themselves, work. Evidence to the contrary is anecdotal, as far as I can discover. Michael Shermer, editor of Skeptic, recently published a short article in Scientific American debunking self-help from fire walking to Tony Robbins. “Do these programs work? No one knows…no scientific evidence indicates that any of the countless SHAM techniques--from fire walking to 12-stepping--works better than doing something else or even doing nothing.” One telling piece of evidence for this is that the most likely purchasers of self-help books are people who have previously bought self-help books. As Shermer points out, one would think that if the books helped or worked, people wouldn’t have to buy more.
There is no doubt that people can learn about some things and apply that learning to their lives and their contexts. Skills can be practiced and learned, including analytic skills that are focused on building capacity for taking different perspectives and building empathy—two important emotional intelligences. And each of us has had the experience of learning about a new skill or perspective and then just dropping it, forgetting about it, allowing it to fall into disuse. This happens with communications skills, with meditation or journaling, with virtually all self-development activities. And, of course, for each of us some of these “stick.” We meditate consistently or remind ourselves to be aware. They do not stick, however, unless we practice them.
Enter coaching! An important role of the coach is to work with clients to identify what is important to them, to clarify the path they want to begin on, to adjust the path when needed, and to practice the skills that support their doing this. For example. I work with some clients on improving their productivity. This involves learning some new habits and displacing long lived ones. This is usually not an easy task. It is akin to giving up smoking—an experience often marked by failure before success is achieved. Giving up an old habit requires practice. Of course, for a few changing one habit may be a simple life choice accomplished in an instant. But for learning other new habits and using them appropriately, practice is still required. Coaching supports practice. Simple and quick change is relatively rare. In the process coaches and clients alike can attend to the risk of SHAMs on the path.
Leadership Agility
A Conversation with Bill Joiner and Steve Josephs
Russ Volckmann
Q: Welcome, Bill and Steve. I would like to congratulate you because in October you will have the first integrally informed leadership book to be published by a major publisher in the world. Is that your understanding, too?
Bill: What about Bill Torbert’s Action Inquiry?
Q: Certainly Action Inquiry includes materials highly relevant to leadership, but I don’t see that as the major focus. But if we include that, then you are second and congratulations are still in order (laughter).
I think of yours as the first, because it is really the first book that focuses on leadership that is being produced by a publisher that has standing both in academic and business communities. Do you think that is a fair statement?
Both: Yes.
Q: You have been working together for a long time, is that right?
Steve: We’ve been working together a little over five years.
In the Introduction to the book, we use “we” to refer to either one or both of us. That was partly at the urging of our publisher who said, “Readers don’t want to know the nuances of what was Steve and what was Bill, they just want to hear your ideas.” That could give you the impression that we’ve been working together longer than we have, but it’s really that each of us has been work for many years that has led us to this point.
We met in the year 2000 through Bill Torbert and Susanne Cook-Greuter.
Q: Both of whom have been interviewed in this publication.
Let’s go right to the book. It is a very interesting study from what I’ve seen so far. For the record, I’ve read some preliminary parts of the book—through the second chapter, the last chapter and the end notes.
What have you been doing over the last few years that brought you to this book?
Bill: It really goes back to 1972, when I was a senior in college. I took a course with Bill Torbert that was very significant for me because it introduced me to organizational development, stage development, and meditation. I wrote a paper for that course about stage development theory and then spent the next three years doing research, interviewing people, and developing my own synthesis of stage development theory as it existed at that time. Some of the insights in the book came from that era. I came to the Harvard Graduate School of Education in 1976, largely because Torbert was now teaching there and because it was a center for stage development psychology. My plan was to make connections between organizational development and personal growth using the stage-development perspective.
To read the complete interview click here
Bill Joiner bj@changewise.biz
Stephen Josephs sj@changewise.biz
Field Testing the Integral Model in the Middle East
Elza Maalouf
Abou Nidal, our East Jerusalem Arab driver, is a big sturdy man who promised to take us anywhere in the Palestinian Territories. “These are our people. Safety is not an issue,” he proudly said. Well, not quite…
On May 20th Dr. Don Beck, a geopolitical consultant and co-founder of Spiral Dynamics integral, and I finished a presentation to the various non-governmental agencies (NGOs) in the West Bank and were heading to our next meeting at Fatah headquarters. Leaving the building we heard gun shots and saw Abou Nidal running towards us.
“A Hamas leader is injured and Hamas and Fatah might have a face-off,” he was saying.
Before he finished his sentence loud gun shots went off one street away and we heard a loud angry crowd approaching.
I yelled, “Let’s get in the car!” and “assumed” that our Fatah meeting was canceled. I knew that safety was indeed an issue and it was time to leave. In what seemed like forever, but was actually only a 20 minute journey back to the Israeli checkpoint, I was reminded of what “reality” looks like in this part of the world as armed men stood on each side of the road, facing each other and ready to pull the trigger.
Integral leadership? Transcend and include? As an integral leadership consultant, I know that the integral approach calls on transcending the old value systems, beliefs, levels and stages of development, theories and models and including them in our new way of being. But my work in the Middle East leads me to question our methodologies. What versions of systems are we transcending and including? Is it the United States’ version or the multitude of versions that exist in our global world? We are more interconnected than ever before, yet so fragmented. For those of us living in a First World environment can we transcend and include energetically all levels and deal realistically with the different versions on a personal and cultural level? I know my bio-psycho-social systems and AQAL were put to the test this time in Israel/Palestine.
To Read the Complete Article Click Here
Elza Maalouf :
Integral Insights Consulting
Don Beck and Elza Maalouf in Israel
The following is an amalgam of two email messages from Dr. Don Beck.
Thanks, Russ. Looking forward to Elza's article. This is one talented, bright, and courageous woman. Amazing that What is Enlightenment? keeps looking for "Integral Women" when there are many right in front of their noses, especially those like Elza. It is one thing to write nice articles and work in safe environments, but another thing to go into harm's way with a difficult concept within a quite dangerous environment. On this last trip to Palestine we offered just what you suggested...a "strategy for integrating" the various peace and other initiatives. These efforts are a dime a dozen and many well-meaning folks land daily at the Tel Aviv airport with hopes and dreams. I'm not critical at all unless they falsely raise expectations in a complex context where the deep cultural memetic codes and experiences are so diverse.
We showed a group of NGOs the well-known "Humpty Dumpty Effect" that illustrates how to integrate, align, and synergize all of the stakeholders—political, economic, religious, educational, law enforcement, health care etc.—to create critical mass and deal with the major developmental gaps and resources that create the surface level conflicts. This graphic seemed to get the attention of the NGO leaders who acknowledged that we hit right on the problem. Elza will be taking the lead in a new Build Palestine Initiative (BPI) that points out that under any boundary scenario, the problems with "gaps and resources" remain in Palestine so that any expression of an independent "state" will be built on sand. Billions of dollars and euros have poured into PLO and Fatah coffers but there is little to show for the investment. So, it is really not about money.
We've announced on our first two trips to our local hosts, and through our conversations with leaders and media interviews, that we are not in the "peace" business nor do we offer new approaches to classic "negotiation." We do not believe that yet another session of uninformed dialogue will make much improvement. We are demonstrating how an "integral engineering design" informed construction of the habitat is what is desperately needed. We have been inspired by the work of the Rand Corporation in Santa Monica, especially with the design of its imaginative transportation system called "The Arc" that would connect, the population centers in Palestine.
In my piece on "Hard Truths, Fresh Start" I point out that the memetic contours and platforms of Israel and Palestine are simply at different levels of both complexity and density so that it is impossible to build a bridge across the two. The key issue may well be the creation of superordinate goals along with "thrive and help thrive" efforts to build the economic, political, and social infrastructures in Palestine.
We have now been funded for three more trips so, hopefully, these ideas will continue to spread throughout the power centers in both sectors. In terms of the conditions for large scale change, maybe the timing is right.
Rafi Nasser is doing an excellent job of documentation…I don't know if you followed the impact of the separation of the conjoined Egyptian twins in Dallas (Dr. Ken Salyer was the head surgeon involved in the separation and just returned from Cairo where he visited with the boys) and how it has become something of a metaphor for ways of understanding the "'conjoined" Israeli Palestinian connections.
Raffi has a couple more position papers in preparation, and I sense they will be hosted at www.integralisrael.org for the moment. After we have more progress we will most likely write a book similar to The Crucible: Forging South African's Future. By the way, the l991 book is being republished with updates and an application on the global template and you can find out about it from Cherie Beck, cheriebeck@gmail.com.
The key determinant as to whether Palestinian land and population would form the basis for a viable state has to do with the levels of memetic development as opposed to number of hectares or acres. We are working on position papers for several leading Israeli negotiators as to the judgmental framework "the world" should be using, and both Israeli and Palestine leaders should be considering in forging some type of Palestinian state. While I generalyl favor the democratic one person, one vote methodology, I do not think it is a universal process. We have seen too many times when it has resulted in anarchy, mass murder, and deeply seated ethnic conflict and divides. We have hinted at this in our Stratified Democracy concept.
Thanks for your interest and assistance, Russ. Clearly we need help.
Don
"Consciousizing" the Middle East: Don Beck in Israel and Palestine, Part 2
Rafael Nasser
“There will be twenty seven of us seated around a long U-shaped table. One of the walls consists of a series of large square glass windows overlooking the silky blue Mediterranean rolling onto the sandy shore.” I was describing to Don Beck the room where the first-ever three-day Spiral Dynamics Level 1 training in Israel would be held. “You’ll be competing with the sea for our attention.”
He grinned, “I’ll take my chances.”
The first two days, Don’s brilliance eclipsed the water. The panoramic glass wall might have turned to gritty gray concrete and I would not have noticed. But there was a moment on day three when my attention wavered. Don was describing Turquoise, the eighth stage of human development recognized by Spiral Dynamics.
“Turquoise life conditions are awakening new capacities in humans to deal with the multiple layers of complexity our species is currently facing. All the earlier value systems – survivalistic Beige, animistic Purple, egocentric Red, saintly Blue, progressive Orange, and humanistic Green (the First Tier) – each contributes to the overall health of the Spiral. But in our fluid postmodern world, these diverse worldviews are colliding like awesome tectonic plates: tribal Purple cultures are being decimated by humanitarian Green NGO’s unable to recognize the dire consequences of their good intentions; heroic Red warlords are trying to recapture their lost sense of power and honor by unleashing bloody low tech terror tactics to disrupt the secular Orange marketplace; absolutistic Blue theocrats seek to enforce the will of God through the acquisition of high tech Orange weaponry; profit-driven Orange multinationals are heartlessly committing wanton biocide and geocide; sensitive Green activists are recklessly imposing their standards on less developed societies inadvertently decimating delicate cultural ecologies.
To read the complete article click here.
Integral For the Masses!
Protecting the Integral Crown Jewels
—a leadership responsibility for those pursuing an Integral path?
Keith Bellamy
“Isn’t life a bitch?” the tall bald-headed one from Boulder, Colorado responded to a question that I put to him when he was visiting with a group of us from the New York Integral Community a few weeks back. Little was I to know how that answer was likely to rebound and bite me in the butt, with spades, in so short a period of time. Events over the past seven to ten days have convinced me of the depth of that answer in ways that I never thought possible at the time.
That evening in New York was like an oasis in the midst of a flat land desert. All who attended had a variety of intellectual, emotional and spiritual needs refreshed, and quite frankly we wanted more.
Whilst I would like to think that it was an act of serendipity, I have to admit that it was by pure accident that I happened to discover that Rabbi Marc Gafni was coming to town. Acting on the premise, “if you don’t ask, you don’t get,” we approached him to come and undertake a similar session to that which Ken Wilber had led, and he said yes. As a catalyst for bringing a number of individuals from across the greater New York area together on a Sunday evening filled me with just a little apprehension.
I needn’t have worried. We were treated to an exquisite evening of learning and insights into all manner of subjects. Rabbi Gafni put on a masterful performance that pulled not only from the Hebrew Wisdom Tradition that is his personal path but also from a number of equally important cultures and traditions. His mix of humour with a sprinkling of integral flavourings left most in the room highly charged and prepared to take on our challenges in the so-called “real world” with greater fervour than had previously been the case. When a number of us from the New York Integral Salon met up 48 hours later, we were still gushing from the experience that we had encountered with an amazingly remarkable teacher.
However, the glow was quickly replaced with a feeling of deep despondency as we became aware of the fact that allegations had been made against Rabbi Marc by a number of students and staff members of his community in Tel Aviv. A blog entry from Ken Wilber confirmed not only the fact that these allegations had been made, but also there was a substantial element of truth in some of the allegations. Whilst I have no doubt that Ken’s intentions were of the highest quality, they sparked a response, some of which were counter to the objectives that I believe he was attempting to achieve.
To Read the Complete Column Click Here
keith.bellamy@ruachborah.fsbusiness.com.uk
If you or your organization will be holding an event of interest to the readers of this eJournal, please submit your information to russ@leadcoach.com. Information should be submitted sufficiently in advance to meet our publication dates.
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Integral Review
Volume 2, 2006 has just published.
Table of Contents
Editorial Another Step: The Evolution of Integral Review, Jonathan Reams
Short Works
In Memoriam: Reinhard Fuhr, Thomas Jordan
It is I Who both Breaks and Binds, Andrew Campbell
Integrity, Integral Vision and the Search for Peace, Mark Gerzon
The Springs of Leadership, Nathan Harter
Passionate Winking; Avenues of Mysticism, Sayyed Mohsen Fatemi
Articles
A Transdisciplinary Mind: An Interview with Ian Mitroff, Russ Volckmann
Integrales Lernen in und von Organisationen, Wendelin Kupers
English Summary: Integral Learning in and of Organizations
Voegelin's Ladder, Nathan Harter
More Perspectives, New Politics, New Life: How a Small Group Used The Integral Process For Working On Complex Issues, Sara Ross
Plain and Integral: An Interview with Karen Kho. Jonathan Reams
Le Peer to Peer: Vers un Nouveau ModËle de Civilization, Michel Bauwens
English Summary: Peer to Peer: Towards a New Model of Civilization
Extended Works
Perspectives on Troubled Interactions: What Happened When a Small Group Began to Address Its Community's Adversarial Political Culture, Sara Ross
Collaborative Knowledge Building and Integral Theory: On Perspectives, Uncertainty, and Mutual Regard, Tom Murray
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The Challenge of Otherness: Authority, Leadership and Organizational Life
August 4 - 9, 2006, Towson University, Towson, Maryland, USA (near Baltimore)
The purpose of the Conference is to create a temporary institution as a laboratory in which participants can experience and study group and institutional dynamics typical of organizations, broadly construed. The temporary institution thus created shares, at both practical and metaphoric levels, aspects of the larger social world in which we live, and insight gained is transferable to a wide variety of real world settings.
Sponsored by the Washington-Baltimore Center for the Study of Group Relations, an affiliate of the A.K. Rice Institute for the Study of Social Systems
Supporting co-sponsors: The Fielding Graduate University, Towson University Department of Psychology, The James MacGregor Burns Academy of Leadership, University of Maryland.
Registration, Room and Board (all inclusive): $1150 before June 21 or $1250 before July 21. Scholarships, group discounts & CEs available.
http://wbcgrouprelations.org/RC2006/
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Integral Sustainability: The Integral Framework, The Integral Advantage
September 11-15, 2006, Westminster, Colorado, USA
Registration: $2995; early-bird $500 discount by July 1, 2006 (scholarships available)
Faculty: Ken Wilber, founder, Integral Institute
David Johnston, founder, What's Working
Gil Friend, CEO, natural logic
Barrett Brown, Co-Director, Integral Sustainability Center
Cynthia McEwen, Co-Director, Integral Sustainability Center
John Schmidt, CEO, Avastone Consulting
Genpo Merzel Roshi, Zen Master
A breakthrough way to understand, manage and respond to complexity. The most comprehensive map of reality to date - encompassing the development of systems, culture, psychology, and behavior. A vital foundation for sophisticated design and implementation of sustainability initiatives, on any scale. The culmination of more than 30 years of research by Ken Wilber, the"Einstein of consciousness."
- Coordinate authority, power, and influence and deliver full-group engagement toward sustainability.
- Achieve integration and alignment of sustainability by easily mapping major influences and organizing key knowledge
- Catalyze and support internal and external change in people and organizations
- Leverage the major forces that foster sustainability in systems, culture, and stakeholder psychology
- Deepen and strengthen personal capacities, such as wisdom, compassion, creativity, and skillful-means
- "Use of the Integral framework will only grow. It's the future of international development.”
- Robertson Work, Principal Advisor, Bureau for Development Policy, United Nations Development Programme
To register for this workshop, or for more information, contact:
http://www.integralinstitute.org or 1-866-483-0168
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In the Netherlands...
Spiral Dynamics Experience:16 - 18 juni 2006, Winterswijk De Spiral Dynamics Experience is een uniek evenement waarin deelnemers aan den lijve ervaren hoe de verschillende waardensystemen in henzelf en anderen actief zijn. Zo wordt cognitief begrip geïntegreerd op het fysieke en emotionele niveau. Deze ervaring geeft een diepgaand inzicht in ontwikkeling van uzelf, anderen, teams en organisaties. De Spiral Dynamics Experience is ontwikkeld door Ruud Boxma (CruxQuest). Naast de door hem ontwikkelde spelvormen maken we ook gebruik van lichaamswerk en bieden we persoonlijke begeleiding. De volgende Experience vind plaats op 16 tot 18 juni in Centrum de Horst in Winterswijk. Deze training kan ook in-company worden aangeboden. Voor meer informatie zie www.artofleadership.nl
Spiral Dynamics Integral - 1st Ever European Confab
8 - 10 September, The Hague, Netherlands
Meet fellow SDi practitioners from all over Europe, and further afield (including the Middle East), to exchange stories of best practice in application, hear Dr Don Beck on latest developments, meet people from the global Center for Human Emergence constellation, dive deep into the theory with others who understand the language you speak, and experience the emerging Integral culture.
From Peter Merrys Engage/Interact homepage:
http://www.engage.nu/interact/DOWNLOADS/SDi1-Info.pdf
Spiral Dynamics Integral PeopleScan training (Level Two Certification). With Peter Merry and Auke van Nimwegen (in Dutch). 25 - 27 September 2006, De Pier, Scheveningen, The Netherlands: Get equipped with the latest assessment technologies to take SDi into practice, including the powerful CultureScan and new LeaderScan360. It's about a lot more than technology.
http://www.engage.nu/interact/DOWNLOADS/SDi2-Pscan-0906.pdf
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Fielding Institute and Integral Institute
Santa Barbara, CA: Fielding Graduate University is offering a new certificate and concentration in Integral Studies through the Masters Degree in Organization Management and Development.
"Our program in Integral Studies is the first in America to offer academic credit toward a graduate degree (M.A.) and the only one to offer the convenience and worldwide network of distributed education," said Dr. McClintock, Dean of Fielding's School of Human and Organization Development.
The 36-week certificate program and the 21- month Masters Program will begin in fall, 2006. Courses are taught online in an interactive, intimate environment where students work in small groups. Opportunities to practice Integral techniques and apply Integral methods are included in the coursework. Courses are taught by Ph.D. faculty who have been trained in online facilitation at Fielding and are members of the staff at Integral University.
Students who enroll in either of these programs will
• Acquire a deep knowledge base in Integral Studies from faculty trained at the Integral Institute.
• Receive supervision in integral practice and methodology from experts in the field.
• Develop the ability to apply integral techniques to support personal and professional development.
• Earn academic credit toward a Master's degree at Fielding.
Applications are being accepted now for review beginning in March. Applications are available at www.fielding.edu/hod/integral.
Founded in 1974, Fielding Graduate University, headquartered in Santa Barbara, CA, is a world-recognized leader in doctoral-level graduate education, having created one of the most successful graduate-level distributed learning models for mid-career adults. Fielding is an accredited, non-profit graduate university offering numerous programs within three schools: Psychology, Human and Organization Development, and Educational Leadership and Change. The Fielding community enables students to participate effectively from anywhere in the world and is dedicated to lifelong learning, social justice and change, and innovation in organizations, communities, and society. For more information, visit www.fielding.edu.
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The 8th Global Leadership Forum — The Challenges of Leadership
June 22-25, 2006 — Istanbul, Turkey
• Leadership and Public Policy, nationally and internationally
• Leadership and new initiatives in the private sector
• Leadership in academic institutions, NGOs, and capacity building
• Leadership, management, and corporate social responsibility
About the Global Leadership Forum
Professor Adel Safty, the founding UNESCO Leadership Chair, founded the
Global Leadership Forum to promote a multidisciplinary and multicultural conception of leadership, when he was Head of UN Mission in Amman, and Director of the UNU Leadership Academy in the 1990s. The Global Leadership Forum emphasizes an inclusive approach to leadership in the public policy arena, the private sector, inter-governmental and non-governmental organizations, in educational institutions, and in citizens’ associations. It seeks to promote Value Leadership by emphasizing the interconnectedness of peace, democracy and development, on the one hand, and the relationship between human development and leadership in whatever field, on the other hand. The GLF has been sponsored by the UN, the World Bank, the UNESCO, several governments, private sector corporations, and educational institutions, including the University of Bahcesehir; the Center for Creative Leadership, Greensboro, North Carolina, USA; and the International Partnership for Service-Learning and Leadership, New York. Over the years the GLF has brought together distinguished political leaders, senior representatives of inter-governmental organizations such as the UN and the World Bank, distinguished scholars of public policy and of management, corporate and business leaders, students, and representatives of various governments from all over the world, and members of civil society organizations.
Speakers
Dr. Linda Chisholm, Founder and Past President, The International
Partnership for Service- Learning and Leadership, New York
Dr. Leo Bruno, Former Vice-President of Samsung Brazil; Director, Center
for Leadership Development, Dom Cabral Foundation, Brazil
Mark Edwards: At it Again…and Again,,,and Again…
“On Being Critical”
and
Parallel Theories of an AQAL Approach to Relationality: Three Conversations with Ken Wilber
The last couple of months have seen further evidence of the value that Mark Edwards brings to integral communities and the development of integral theory. To his credit Ken Wilber has played an active role in bringing Edwards’ ideas to the fore through a series of three conversations published during May on Integral Naked. In addition, Edwards has published on www.integralworld.net a highly cogent essay entitled, “On Being Critical.” It is beyond the scope of this Summary to report on all of this in detail. However, here are some highlights.
Beginning with the essay, Edwards points out the importance of criticism to the development theory. He differentiates criticism of integral theory and concepts from the ad hominem arguments offered by critics of Ken Wilber. He cites the American Heritage Dictionary:
A critic is:
1. One who forms and expresses judgments of the merits, faults, value, or truth of a matter.
2. One who specializes in the evaluation, review and appreciation of literary or artistic works: a film critic; a dance critic.
3. One who tends to make harsh or carping judgments; a faultfinder.
It is the first two types of criticism that are useful and the latter that is problematic:
at every level there needs to be multiple forums for validating, confirming, questioning, criticising, developing, expanding and contributing to the emergence of the integral vision. We can each contribute in our own way, and the analytical critic can contribute no less than the pragmatic doer.
Edwards suggests the types of questions developed at each level of development and further argues that given such integral principles as the existence of lines and variable levels of development in each that the potential for communications between individuals (each a holon) is greatly enhanced.
To Read the Complete Summary Click Here
Mark Edwards: mged@optusnet.com.au
Resilience, Leadership and Coaching
Mike Jay, CPR for the Soul: Creating Personal Resilience by Design. Leadership University Press, 2006.
It
is probably going to become increasingly difficult to keep up with the literature
based at least in part on integral theory, even when we are just concerned
with leadership and related topics. Mike Jay’s latest is another book
that is informed by the work of Ken Wilber, as well as Clare Graves and the
Spiral Dynamics folks and various developmental psychologists. Also building
on the work of Steven Reiss, MD, and the work of explorers of resilience,
Mike has presented the models underlying the approach to development and coaching
that he has been evolving first in B\Coach Systems and now in Leadership University.
You should understand that I have had a relationship with Mike that has varied over the last six years. I have been his student and supporter for much of that time, but have—for the last year or two—spent very little time with him or his programs. Over the years I have spent hundred of hours on the telephone, socially and in person participating in his coach training programs and his advanced courses that served as vehicles for his teaching about the elements presented in this book. Thus, I think I am imminently qualified to present this book to you and challenged to do so while acknowledging the biases that I bring to the task.
These biases include respect for a man who has invested so much in building on a university education crafted around becoming a championship football quarterback, an enlisted man in the United States Marines and a consultant/coach in the world of business. Much of his knowledge of theory is self-taught, yet he has initiated conversations with many of the theorists he has studied. He has trained hundreds of coaches and people who sought to develop coaching skills. Beyond the U.S., he has been nurturing his programs in Russia and India while including participants in his virtual programs from various parts of Europe, Australia and Asia.
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Russ Volckmann, PhD
Coaching Leaders in Business and Life
Email: russ@leadcoach.com
Web: www.leadcoach.com, Tel: 831.333-9200, FAX: 831.656-0110
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