In Part I we explored the situation of how integral is being accepted into the world of academia, some of the factors that deter such acceptance, a bit about Wendelin’s current work, the role of pragmatism and the challenges to integration in the workplace. Thus, integral approaches have a very high potential in leader development. Wendelin opened the subject of habits and their relationship to innovation and creativity.
Russ: Okay, let’s look at distinctions. For starters, I have been concerned …
In the previous episode we focussed on comparing the Obama and McCain candidacies for the American presidency as a way oif exploring the mediation lens. Mark suggested that a mediation lens would be helpful and offered a way of seeing the relationship between the vision and action domains. Russ shared an exploration of the differences on issues between the two campaigns. and closed the episode with an exploration of mediation and its many aspects. This is, apparently, the last episode …
Mark closed the last installment of this dialogue with something of an extraordinary burst of light in the integral heavens—Table 9.2: Integral Lenses and Theories of Radical Change Leadership. This extraordinary presentation summarizes twenty-four theoretical lenses and our understanding of leaders. Please be sure to review Table 9.2 before continuing in Part 10.