Category Archives: April 2005

Leading Comments

Leading Comments / April 2005

We are in the fifth 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, particularly in the fields of consulting, training and coaching, as well as among business and other organizational leaders who have a passion for leadership.

I am grateful to the 983 subscribers to Integral Leadership Review. …

Integral For the Masses: Integral Leadership Advice from One of the First Management Consultants

Integral for the Masses / April 2005

Keith Bellamy

I tend to consider myself as a fairly simple soul, although others who are close to me might think differently. Since discovering Integral Theory, I have attempted to lead my life in a manner that allows the decisions that I take to be integrally informed. I have the humility, I hope, to recognise that I still have a long way to go before I can hope to achieve that stage of development where I am permanently integrally conscious and that …

Leadership Coaching Tip

Leadership Coaching Tips / April 2005

Clearly, our capacities for seeing and understanding different worldviewsand action logics, much less be able to strategize from those perspectives, is a function of our integral development. Cognitively, we can learn to recognize the signs and symbols (and symptoms?) of various levels of development along multiple streams. A challenge in coaching executives is to first, help them recognize streams and levels within themselves and then be able to translate that into comprehending others.  But the capabilities and capacities for doing

A Fresh Perspective: Big Presence Excerpts from an Interview with Diane Hamilton

Fresh Perspective / April 2005

Russ Volckmann, Lead Coach

Q: Diane, you were described as a student of Genpo Roshi and an authorized Big Mind process facilitator. I had never heard of Diane Hamilton and all of a sudden she shows up at the Integral Organizational Leadership Workshop in Colorado and does this extraordinary job of leading 50 plus people through Big Mind. From what I got from doing interviews with participants and from the evaluations at the end of the workshop, it was hugely impactful on everyone in …

CODA: An Integral Approach Described

Coda / April 2005

Michael Bauwens

A newsletter about participation in multiple worlds, multiple visions, but one humanity ; a monitor of P2P developments ISSUE 65: April 20, 2005

If you would place explanatory theories about the evolution of matter/life/ consciousness into two axes, one defined as the “relative attention given to either the parts or to the whole” and another as “relative attention given to difference or to similarities,” integral theory would be that kind of hermeneutical system that pays most attention to the whole …

Feature Article: The Rise and Fall of Development

Feature Articles / April 2005

Mike Jay

Paper presented under the title, “The Evolution of Human Striving,” at the 2005 Conference of the Society for Research in Adult Development, Atlanta, Georgia, April 6-7, 2005.

Disclaimer from Prince 1999: “I was dreaming when I wrote this, so forgive me if it goes astray…”

This presentation is designed to disquiet current thinking and augment it with some additional opportunities; that is my aim. Please, take this all with a grain of salt. You might even say that I’m full …

Leadership Quote

Leadership Quote / April 2005

“It is an assumption that leadership starts with a capital ‘L’ and that when you’re on top you’re automatically a leader. It’s part of a larger hero myth that inhibits us from seizing the initiative. ‘It’s not my job,’ we say, and we wait for someone to ride in and save us.” ~Kouzes and Posner, The Leadership Challenge

Feature Article: Scenarios: Emanation and Learning Challenge

Feature Articles / April 2005

Russ Volckmann

This is the second in a short series of articles that recommends the use of scenarios in leadership development. Further, it suggests that an integral approach to learning from scenarios adds a level of richness that better prepares potential leaders for future events. That is the purpose of leadership development and of the use of scenarios: to develop leadership potential.

In the last issue I suggested the use of scenarios for leadership development through the phase of emanation. I considered …