- “Why of course the people don’t want war. Why should some poor slob on a farm want to risk his life in a war when the best he can expect is to come back to his farm in one piece? Naturally the common people don’t want war – neither in Russia, nor England, nor for that matter in Germany. That is understood. But, after all it is the leaders of the country who determine the policy and it is always
Look for the February Issue of Integral Leadership Review that includes an excerpt from an interview with Susann Cook-Greuter, author, educator and developer of the Leadership Development Profile.
Note: Due to a very busy month and the illness of my transcriber, there is no December 2002 issue.
I am grateful to the more than 520 subscribers to Integral Leadership Review. Your support means that we can move closer to a way of viewing and being in the world that …
Charles Hampden-Turner has written seventeen books. In recent years he has worked closely with Fons Tompenaars and they have co-authored several books on business culture. A recent publication is 21 Leaders for the 21st Century (McGraw-Hill, 2001). We pick up the conversation with my asking about his first book.
Q: One of the things about Radical Man that was so impressive is that it contains what I think is probably the most powerful model of psychosocial development that I’ve ever …
John Forman, Paul Landraitis, Steve McIntosh and Bert Parlee have published their new website http://www.integraldevelopment.com/
The site describes their business as follows:
“Integral Development Associates (IDA) is a consulting firm specializing in the application of integral theory and practice to organizations and markets. As part of the growing worldwide integral movement, IDA has achieved significant results by literally raising the consciousness of organizations and their leaders. This creates better quality decisions, better organizational design and harmony, and an increased understanding
- When coaching executives it is important at times to have them “see things” from different perspectives. Otherwise, they are trapped in their own experience and learned ways of engaging. One way to support this is to have them view the same phenomenon through the lenses of their various roles. What roles? Well they could be the ones suggested either by the Notre Dame program or by the Integral Leadership model offered in the series of articles. Or they could be
Leo Burke’s Integral Leadership program at the University of Notre Dame is built around some key integral concepts: quadrants (personal meaning, individual behavior, culture and shared values, and systems and processes), lines (cognitive, emotional, interpersonal, physical, moral and spiritual), and or levels of development. Generally, these are consistent with the approach being explored in this series of articles.
When we look at the list of courses offered in this program here is what we find:
Executive Integral Leadership Program Courses…