Category Archives: January 2009

Feature Article: Integral Environmental Sustainability: Achieving an Integral Vision of Business Success with Zero Environmental Impact

Feature Articles / January 2009

Ron CacioppeDavid McDermottINTRODUCTION: A VISION FOR INTEGRAL SUSTAINABILITY

“As long as human beings are regarded as “bad,” zero (waste) is a good goal. But to be less bad is to accept things as they are, to believe that poorly designed, dishonourable, destructive systems are the best humans can do. This is the ultimate failure of the “be less bad” approach: a failure of the imagination. From our perspective, this is a depressing vision of our species’ role in the world. What about …

Integral for the Masses: Focusing on Differences – A Critical Trait for the Aspiring Integral Leader?

Integral for the Masses / January 2009

Keith BellamyGreetings to all our reader(s)—well I know that there is a least one as he writes to comment on each article almost immediately after publication—here’s wishing you a healthy and harmonious 2009 and may all the trials and tribulations of 2008 fade rapidly into a distant memory or in some cases just a bad nightmare.

Talking of nightmares, one that returns to haunt me on a recurring basis is based around my participating in a second rate cable TV program …

Leadership Coaching: Tip Coaching and Mentoring: It is in the Questions

Leadership Coaching Tips / January 2009

Russ VolckmannOne of the areas frequently cited as indicative of effective leaders is developing others. This is the idea of and individual in a leader role as coach. And it underscores the importance of individuals who are leading to learn about effective coaching. Fundamental principles and skills are not all that difficult to learn. Integrating them into behavior is a challenge, since applying them involves new ways of understanding others and, more importantly, new insights about one’s self.

Questions are key …

Global Values Update: Evolving Values in the 21st Century: An Integrated View

Global Values Update / January 2009

global values update logo

Alan TonkinIn considering the rapidly changing “Global Village” in which we live and the profound changes taking place in society at all levels, a key component of this change is the values mix experienced globally, as well as on a country by country basis.

The recent publication of “Global Trends 2025: A Transformed World” produced by the National Intelligence Council in the United States with assistance from a variety of participants, paints a picture of both challenge and opportunity with significant …

Notes From the Field: Integral Neuroscience: An Evening with Alan Watkins at the London Integral Circle Salon

Notes from the Field / January 2009

Dewan-HerrickThe London Integral Circle hosted Alan Watkins to speak at our November salon on the topic of “Integral Neuroscience”. Alan holds a medical degree from the University of London, as well as a Ph.D. in immunology and an undergraduate degree in psychology. He is an Honorary Senior Lecturer in Neuroscience and Psychological Medicine at Imperial College, London and Affiliate Professor of Leadership at the European School of Management. He has published numerous scientific papers on perceptions, emotions and immunity in

Book Review: Obama, Leadership and Hierarchical Complexity

Book Reviews / January 2009

A Review of

Leadership Mode coverDon DunoonDon Dunoon, In the Leadership Mode. Vancouver, Canada: Trafford Publishers, 2008.

And a nod to

World FuturesSara RossSara Nora Ross, “Fractal Transition Steps To Fractal Stages: The Dynamics of Evolution, II,” World Futures, Vol. 64 Nos. 05–07 (2008); and “Perspectives On Troubled Interactions: What Happened When A Small Group Began To Address Its Community’s Adversarial Political Culture, “ Integral Review, http://integral-review.org/back_issues/backissue2/index.htm

President-elect Barack Obama has been very clear in announcing his appointments to his cabinet and …

Feature Article: Up-lifting the Integral Down Under – Some Remarks on the Potential for an Integral Leadership in Australasian New Worlds

Feature Articles / January 2009

Australiasia

Wendlin KupersThe present context of leadership of Australasia is situated in increasingly complex, uncertain and dynamic business environments with multiple, demanding realities, value systems and growing pressures, particularly facing the environmental predicament and recent economic downturn and financial crisis. Australasia, the world south of Asia (“austral” being Latin for “southern”) particularly New Zealand, and Australia, with its neighbouring islands in the Pacific Ocean is a region at the (other) end of the (same) world which have a special relevance for ‘integralism’.…

Leadership Cartoon: Mark Hill

Leadership Cartoon / January 2009

leadership cartoon

Mark Hill

Mar HillI am a cartoonist whose cartoons have been published in over 100 magazines and newspapers, includingTime Magazine, The Chicago Tribune and the Los Angeles Times.

My specialty is cartoons and humorous illustration for advertising, business and publishing. Fortune 500 clients with national advertising campaigns are among my repeat customers…as well as start-up businesses with smaller budgets. 95% of my clients are outside of my home state of Colorado…so I can create something for you, no matter where you …

Feature Article: Seeing Integral Leadership through Three Important Lenses: Developmental, Ecological and Governance

Feature Articles / January 2009

Mark EdwardsThis article looks at the issue of leadership within three multilevel contexts. The first context relates to the developmental context of leadership as a process of ongoing growth through various stages. This context focuses on things such as values, cognitive capacities, interpersonal skills and all those abilities that mark off the requirements of effective and authentic leadership. The second context relates to leadership as it exists in its relational and embedded forms throughout the whole organisation. This view sees the

Leadership Quote: Peter Rennie

Leadership Quote / January 2009

“The CEO and his executives often have difficulty in letting go of tendencies towards heroic leadership that are inherent in our society. Heroic leaders, who are usually male, often resort to underhand means in order to win and look good. These behaviours support the development of FIBS* cultures. The heroic leader is often driven by unrecognised fears of not being needed or of others being powerful. They seek to accumulate power and disempower others.” ~Peter Rennie, Melbourne, “Hubris to