“A fool thinks himself to be wise, but a wise man knows himself to be a fool”
– William Shakespeare, “As You Like It”, Act 5 scene 1
As we ponder the possibility of a recovery from the recent economic slowdown and other political and economic uncertainties it is easy to think that this century and millennium, whose birth was celebrated so enthusiastically thirteen years ago, has not got off to the most auspicious start. It …
Giorgio Piacenza Cabrera
Giorgio Piacenza Cabrera
Father Anthony de Mello SJ is considered one of the foremost mystical theologians of the late Twentieth Century. His simple and direct approach to life continues to untie all kinds of blockages preventing man’s acceptance of his spiritual nature, even decades after his unexpected death. De Mello’s radiated authenticity, love for all and his characteristic laughter tended to disarm any negative preconceived notions against his ideas. As far as my research goes, I’d …
What a pleasure it is to present the June issue of the Integral Leadership Review. This issue is packed with quality contributions and discussion concerning the nature of integral leadership. Be sure to check out Elza Maalouf’s and Russ Volckmann’s conversation in Fresh Perspectives. I think you will enjoy their discussion concerning Elza’s activities in the Middle East with Don Beck as they introduced spiral dynamics to Palestine. In addition, make sure you take a …
Mark McCaslin and Jason Flora
There is an important relationship at work concerning integral leadership and the notion of the leader in a teaching and learning role. Integral leadership positions itself at the intersections of potential and therefore seeks the ability to use multiple approaches, multiple lenses, and to fashion the wide-reaching theoretical aims of leadership studies towards addressing existing problems and emergent opportunities. Integral Leadership illuminates the interrelationships occurring within this intersectional space, this transdisciplinary …
Nature strives towards perfection.
I originally began this issue’s column with quite a different idea. I had purposed myself to delve into the notion of Integral Leadership as a philosophy over a defined field. A recent conversation with Russ Volckmann was the catalyst for that idea. Then I learned that one of my early potentiators, Stephen R. Covey, had recently died from injuries he had sustained in a biking accident and that topic was …
Five Dimensions of Applied Transdisciplinarity
There’s an emerging literature arguing for the importance of a transdisciplinary approach, outlining its philosophical roots, and articulating the need for transdisciplinarity in our present situation. Transdisciplinarity is already branching out in many different forms and on many different levels, from the highly theoretical to the more applied. In the following pages I’d like to explore an over-arching framework for applied transdisciplinarity. In other words, it’s one way to get started …
This paper discusses various theoretical models of the evolution of consciousness as well as critically evaluates and integrates the models into a single organising framework, which is then applied to leadership theory.
The construct of consciousness as described by the Spiral Dynamics (SD) model of Clare Graves is linked to the work of other developmental and consciousness theorists, namely Wilber, Gebser, Piaget, May, Kohlberg, Perry, Loevinger, Maslow and Kegan. The spiritual perspectives of Wilber, Myss, …
Wayne Carr, Ph.D.
My intenIion is to bring forth some different perspectives on second tier (see my definition of second tier under the next heading). I will tap into a fountain and share some water with you. I intend to look around and fine some elephants that might be in the room.
I want to clarify distinctions between first, second and third tier. I will look at the roles of stuckness, pathology, authority, contactfulness, non-local …
The Arbinger Institute. Leadership and Self-Deception. San Francisco: Berrett-Koehler 2010.
Self-deception shapes our experiences of life. This book seeks to determine the extent and implications of how it blinds us to seeing the true causes of our problems. The work of the Institute in teaching people about self-deception and how to address it is that it “sharpens vision, reduces feelings of conflict, enlivens the desire for teamwork, redoubles accountability, magnifies the capacity to achieve results and deepens satisfaction and …