Category Archives: August 2004

Feature Article: Developing Leaders: Scenarios and Holonics

Feature Articles / August 2004

Russ Volckmann

Think about the methods we have for developing leaders: education, training, OJT, mentoring, coaching, assessment centers, focus on leader competencies, developing a leadership pipeline, etc. One that hasn’t received much attention is the use of scenarios. Training programs use simulations and experiential learning activities, usually focused on an organizational or behavioral issue of some sort: communicating across organizational boundaries, listening skills, meeting management, etc. But scenarios?

At Shell Oil in the ‘70s Peter Schwartz asked what would happen if oil …

Leading Comments

Leading Comments / August 2004

I am grateful to the more than 860 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 …

CODA: Courage

Coda / August 2004

Leadership, as has been preached in these pages for some time now, is about the individual and the context. It is about an emergence of individuals from context to demonstrate leadership. One of the things that I have not focused on very much is the traits or qualities individuals bring to these leader moments. I do not believe that the qualities and traits of leadership can be generalized across contexts.

Also – depending on the issues of the day – …

Leadership Coaching Tip

Leadership Coaching Tips / August 2004

When working with an executive or other leader in generating alternatives and playing out outcomes from alternatives we are engaging in a scenario exploration process. As a coach it is important to be able to recognize elements of such an analysis that relates to different levels of development and to developmental dynamics. If you use assessments such as MBTI II, the Emotional Competence Inventory or the Leadership development Profile, these offer frameworks for such analysis as well. The focus is

A Fresh Perspective: Integral Leadership: The 100 Book Project, An Excerpt from a Conversation with Thierry C. Pauchant

Fresh Perspective / August 2004

Q: What is the relationship between your being a chair in ethical management and your Integral Leadership program at H.E.C.?

A: It’s pretty straightforward. If we’re talking about integral development, like Ken Wilber or Bill Tolbert and many other developmental theorists, we’re talking about ethics. The behaviors, thinking patterns and emotions of people are targeted for acting ethically in society. So the connection is very direct.

I formed a group years ago called the International Forum of Management Ethics and …

Leadership Quote

Leadership Quote / August 2004

Five simultaneous conversations are essential to the art and discipline of leadership…
  1. The first courageous conversation is the conversation with the unknown future – what lies over the horizon…”
  2. The second conversation is the courageous conversation you’re not having with a present customer, a patient, a vendor, who all represent the future as it’s lapping up against the side of your organization….”
  3. The third conversation is the courageous conversation you’re not having between different divisions of the organization…”
  4. The fourth