Category Archives: February 2005

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

Integral for the Masses / February 2005

Keith Bellamy

As I embarked on my own personal odyssey and started to develop a personal Transformative Practice in the days before I had heard of Integral let alone started to try to understand what it means, I pursued three avenues of enlightenment.  Before I tell you what they were, I feel I need to give you a little background information to put what I have to say into context.

At the time I was a senior executive with a major international …

Feature Article: P2P and the Corporation ~ Foundation for P2P Alternatives

Feature Articles / February 2005

In the material to follow I believe we have an example of the analysis that is still so underdeveloped of the lower quadrants of the integral model. While the focus is not leadership, per se, it is certainly about the cultures and systems in which leadership emerges. The immediate challenge it presents, from my point of view, is to explore the implications of this analysis for our understanding of leadership in business environments—be they corporate or otherwise. I find myself

Leadership Quote

Leadership Quote / February 2005

“There is a tendency to be dependent on individual leaders. To me, it is important to develop collective leadership. I don’t like to get credit for all that we achieved. Millions of people contributed to the results that we achieved…I like more egalitarian relationships. I especially like to orient people to learn.” ~Anatakas Mockus, Mayor of Bogata, Columbia
“Worshiping in the cult of the hero-leader who drives change is a surefire way to maintain change-averse institutions. In fact one can

Leadership Coaching Tip

Leadership Coaching Tips / February 2005

The coaching conversations related to the use and design of scenarios can offer a useful way to open discussions of values, beliefs, assumptions, mental models, aspirations, etc., that the executive client holds, supports and defends. One of the most useful contributions the coaching process can make is testing and determining what is truly important to the executive, clarity about the existence of confirming evidence, identification of any conflicting evidence, and clarifying what action is required to address executive concerns. The

A Fresh Perspective: Developing Leaders and Ourselves An Interview with Bob Anderson

Fresh Perspective / February 2005

Bob Anderson has been a leader in the development of integral approaches to developing leaders.

Q In your writing I see the words “spiritual” and “soul.” Do you use those in the world of business?

A: Yes, but carefully, at the right moment and not in connection with a particular religious perspective. But you’re probably looking at “The Spirit of Leadership” paper, which has a decidedly more spiritual focus than the other papers. And it operates more in the background …

CODA: Hardball

Coda / February 2005

Remember all of that work that has been done to propagate the idea that the culture of a company and its people count? And remember all of those reports of near death experiences and the visions that people have? Well, George Stalk doesn’t put the lies to those, but he does challenge our images about what near death experiences are like.

George Stalk is one of those high powered consultants who has traveled the world learning about and consulting to …

Feature Article: Scenarios and Process: Emanation

Feature Articles / February 2005

Russ Volckmann

In this series of articles I have been exploring the use of scenarios for leadership development somewhat abstractly. In the next few issues I hope to examine this approach with more attention to method and process. This article begins an outline of the process or approach that one would use with clients to develop such scenarios. In this series we will be examining scenarios, their development and implementation through four stages: emanation, creation, formation and action. Here is a discussion …

Leading Comments

Leading Comments / February 2005

Please Note: You will find that some of the articles in this issue are longer than usual. It is my hope that the quality of the content more than justifies this.

We are beginning 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 …