alain gauthier terri o’fallon joan kenley john schmidt · alain gauthier terri o’fallon joan...
TRANSCRIPT
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Alain Gauthier Terri O’FallonJoan Kenley
John SchmidtThe Global Transforming Ensemble
www.globaltransformingensemble.org
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Exploring some ques0ons together
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1. What is our experience of the the world that is emerging? What does that imply for leadership?
2. How do we experience presence? What is the role of models or maps in our experience?
3. What is our experience of collective or shared leadership? What conditions make it possible?
4. To what extent is presence-centered evolutionary leadership (PCEL) already at work in the world?
5. How can we contribute to the actualization and dissemination of this form of leadership?
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Leadership Lead comes from the Indo‐European root “leith” which means to “go forth”, to “cross the threshold” or to “die” ‐ Some0mes, leAng go of what we know feels like dying ‐ A threshold must be crossed before something new can emerge
What if exercising presence‐based evolu0onary leadership meant to: ‐ face the unknown with openness and trust ‐ sense what wants to emerge by being present ‐ operate from a balanced interplay of body, mind, heart, and soul ‐ enable the collec0ve to act with intelligence
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Proposed defini0ons
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• Evolutionary: aware of the complex forces and shiLs at work in the world, and willing to par0cipate fully in co‐crea0ng a more meaningful world for all
• Presence-Centered: opera0ng from a balanced interplay of body, mind, heart, and soul – with the ability to: ‐ be present to “what is in the moment” ‐ have access to “direct knowing”
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What is our experience of the world that is emerging?
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• A world of vola0lity and unpredictability • A mix of powerful colliding forces and shiLs • A dynamic interplay of complex systems • A mix of fear‐based reac0ons and crea0ve
experiments
An era of extraordinary change An age of evolu5onary transi5on
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The Three “E”s
7 Source: «A Crash Course» by Chris Martenson, see: www.chrismartenson.com Reused with permission.
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Financial Megatrends
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12000 11000 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0
1959
1962
1965
1968
1971
1974
1977
1980
1983
1986
1989
1992
1995
1998
2001
2004
Total money stock (M3) 1959 - 2008
Nixon slams the gold window
130 120 110 100 90 80 70 60 50 40 30 20 10 0
1665 1685 1705 1725 1745 1765 1785 1805 1825 1845 1865 1885 1905 1925 1945 1965 1985 2005
1959
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62
1965
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68
1971
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74
1977
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80
1983
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86
1989
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92
1995
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98
2001
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US Federal Debt 1959 - 2008
Gold removed as monetary reserve
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
US Price levels 1665 - 2008
$ Tr
illio
ns
Source: «A Crash Course» by Chris Martenson, see: www.chrismartenson.com Reused with permission.
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Era of Extraordinary Change
9 Source: «A Crash Course» by Chris Martenson, see: www.chrismartenson.com Reused with permission.
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Three “E”s Megatrends
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An Era of Extraordinary Change
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© 2010 Avastone Consulting
Sources: A Vision for 2012, John L. Petersen and “Global Trends 2025: A Transformed World,” National Intelligence Council
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Epochal ShiLs: an age of evolu0onary transi0on
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Crossing a threshold From the “old” world and human… To an emerging world and human
Search for certainty and security Dynamism, emergence
Reac0on to fear Radical openness and permeability
Ra0onal and reified ways of being, knowing, and doing
Thought as a thing owned by the individual
Disconnected from presence (living in the past and future)
Expanded and crea0ve ways of being, knowing, and doing
Thought as a form of par0cipa0on in a shared consciousness
Living from presence
Confusion between leadership and authority. Leadership as a posi0on
Predominance of individual leadership/intelligence (domina0on paradigm)
Dis0nc0on between leadership and authority. Leadership as a verb
Mix of individual and collec0ve leadership/intelligence (partnership paradigm)
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What leadership quali0es are most needed now? (Workshop Par0cipants’ responses)
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• Long‐term view • Visionary • Listening, iden0fying needs • Learning spirit • Humility • Spiritually grounded • Speaking from and to the heart, without a charisma0c ego • Finding problems • Understanding, accep0ng, welcoming cri0cisms • Flexibility and perseverance • Empathy • Capacity to simplify • Seeking knowledge • Consulta0ve, collegial, collabora0ve
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A framing perspec0ve
Who: Our experience What: Maps (that come from someone’s experience)
How: Approaches and prac0ces Maps can: • Challenge our own experience • Create a new experience • Validate or deepen our experience • Help us get oriented
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Dimensions of Presence‐Centered Evolu0onary Leadership
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Rela0onship to oneself
Rela0onship to others
Rela0onship to the whole
Head Center
Awareness‐based
Mentally clear Conscious A^en0ve Intui0ve
Valuing mul0ple perspec0ves Ac0on Inquiry
Global vision Clarity about interconnec0on
Heart Center
Love‐infused
Sensi0ve Connected to feelings Open, non‐judgmental
Hearaelt and ethical rela0onships Empathic listening Courage
Global compassion Sense of service
Hara Center
Presence‐centered
Embodied intent Grounded Self‐sufficient and recep0ve
Shared presence Root connec0on Entrainment
Globally‐informed right ac0on Sensing the field
Global Transforming Ensemble
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Evolving means transcending and including:
What we are aware of: gross/visible, subtle/invisible, causal (very subtle), non‐dual (oneness)
Who we care for: self, family, local group, na0on, humanity, all sen0ent beings, cosmos
Our 0me horizon: immediate, short‐term, medium‐term, genera0on, very long term (both in the past and future)
Polari0es: interior/exterior, ra0onal/intui0ve, individual/collec0ve, one/many
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Leadership’s influence on the collec0ve
Awareness, inten0ons, mental maps values, vision
Observable behavior
Cultural views, habits, norms, shared values and vision
Systems, strategies, structures,
rules
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Subjective Objective
Individual
Collective Adapted from Ken Wilber
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Domina0on Model
Superior/inferior ranking
High degree of fear and violence
Myths and stories normalizing domination and violence
Authoritarian social structures Hierarchies of domination
Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002
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Partnership Model
Equal value Equivalence
Mutual trust and low degree of fear and violence
Myths and stories honoring partnership and presenting it as normal
More egalitarian structures Hierarchies of actualization
Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002
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Some condi0ons for shiLing to leadership as a collec0ve process
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Inner condi0ons • Personal awareness of one’s own aAtude and behavior • Apprecia0on of complementary profiles or competences • Mindset of ongoing learning/partnering/serving • Behavior reflec0ng compassion and “tough love” • Opening and surrendering to inspira0on and guidance • Trust in life’s process
Collec0ve condi0ons • Genera0ve dialogue to access collec0ve intelligence • A^en0on to the quality of rela0onship with self, other, the larger
community, nature and spirit (harmonic vibrancy) • Collabora0ve culture • Open and flexible systems and structures (e.g. Sociocracy, Holacracy)
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Five dimensions of harmonic vibrancy
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Collec0ve (contribu0on, care)
Nature (balance)
Harmonic Vibrancy (well being)
Other (mutuality)
Source: Jim Ritchie Dunham – Ecosynomics
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Four hypotheses in our research
1. There is a con0nuum of harmonic vibrancy experienced within collec0ves
2. The level of harmonic vibrancy describes a similar level of rela0onship to the self, other, collec0ve, nature, and spirit
3. The level of harmonic vibrancy describes the four‐quadrant dynamics of the collec0ve
4. The level of harmonic vibrancy is influenced by the quality of (presence‐centered evolu0onary leadership in the collec0ve
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Process Followed
1. Theore0cal development of ecosynomics* and presence‐centered evolu0onary leadership
2. Development of 20‐minute survey instrument to test hypotheses
3. Pilot test of survey instrument with 10 cases –> instrument refined
4. Test of survey with 41 cases –> ques0ons added
5. Revised survey filled out with 50 cases –> tes0ng hypotheses 6. Reaching out now to hundreds of other communi0es
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Descrip0on of the 91 Cases Each case is an individual describing their experience of being within the collec0ve Geography: 12 countries (USA 81%, Europe 6%, Australia and New Zealand 5%, others 8%)
Age: From 28 to 72 with mean of 50 Gender: 47 female, 44 male Formal educa5on: 1/3 college, 2/3 advanced degrees Group: 50% work, 50% civil‐society Role: 38% leaders, 56% regular par0cipant, 6% occasional part.
Size: 32%
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1. There is a con0nuum of harmonic vibrancy experienced within collec0ves
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Intra-group Well-being
Inter-group Well-being
Overall Group Well-being
Scale: 1 = very scarce 2 = scarce 3 = occasional abundance 4 = abundant 5 = very abundant
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2. The level of harmonic vibrancy describes a similar level of rela0onship to the self, other, collec0ve, nature, and spirit
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3. The level of harmonic vibrancy describes the four‐quadrant dynamics of the collec0ve
Ability to self‐determine
Ability to self‐sustain
Social fabric
Inter‐cultural iden0ty
Social structures & processes
Economic opportuni0es
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Subjective Objective
Individual
Collective
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4. The level of harmonic vibrancy is influenced by the quality of presence‐centered leadership in the collec0ve
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Intra-group Well-being
Inter-group Well-being
Quality of Presence-centered Leadership
Quality of Presence-centered Leadership
There is a strong, positive correlation between the group’s well-being and the quality of presence-centered leadership
Pearson correlation = 0.858 p < 0.0001
Pearson correlation = 0.643 p < 0.0001
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Assessing leadership quality (sample statements) In my experience, our leaders:
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• Care deeply for the quality of relationships • Inspire us to see my gifts, the other’s gifts, other collective’s gifts • Demonstrate their willingness to learn and change their habits • Live in the present, as they consider the past and the future • Reach out, listen, reflect deeply, and invite us to do the same • Cherish the great and the small, appreciating the beauty in all things • Help us see the meaning of our successes and challenges • Are attuned to their body, heart, mind, and soul • Act as catalysts of evolution, related to what is trying to emerge • Invite us to be aware of where we are in the present • Guide us effectively toward the development and wise use of our
resources, for the benefit of the whole
Global Transforming Ensemble
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There are collec0ves experiencing high harmonic vibrancy
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Intra-group Well-being
Inter-group Well-being
Quality of Presence-centered Leadership
Quality of Presence-centered Leadership Pearson correlation = 0.858
p < 0.0001 Pearson correlation = 0.643 p < 0.0001
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Limita0ons of Findings With 91 cases, ini0al findings support the quality of the survey instrument and possible pathways of inquiry
Limita0ons include: Language: ‐ Current 20‐minute survey wri^en in second‐0er language, to allow for subtlety of observa0on ‐ Second version wri^en in 7th‐grade language being tested in a manufacturing facility
Mostly US: widen sample in Europe and other con0nents Formal educa5on: Broader range of formal educa0on needed Length of survey: ‐ Current 20‐minute version too long for some people ‐ A three‐minute, experien0al version is being developed
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Next steps in our ac0on research process
Iden0fy thousands of groups/communi0es world‐wide along the spectrum of harmonic vibrancy, using three versions of the survey
Inves0gate high harmonic‐vibrancy collec0ves
Connect and support PCE Leadership through a web‐enabled leadership commons
Facilitate leveraged deployment of PCE leadership development
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In summary
1. The era is calling for and is opening to a new form a leadership
2. Presence is at the center of this evolu0onary transforma0on
3. Maps can help make sense of our experience un0l they are not needed
4. Early research shows that presence is core to transforming leadership in vibrant communi0es
5. This evolu0onary development can be ac0vely supported through a global leadership commons
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Reflec0on on PCEL Leadership Learnshop
1. What insight, feeling or ques0on has this session evoked in you?
2. What would you like to see added to this ini0a0ve? 3. Are you interested in:
• Par0cipa0ng in our research? Yes No Link to survey: h$p://www.surveymonkey.com/s/3VV36Q9
• Connec0ng to the Leadership Commons Yes No If yes, please indicate your email:
Profession/occupa0on:
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Quotes from Buber, Mandela, and Künkel
The crisis of humankind is a crisis of the shared space between human beings. The ‘space in between’ can only change and lead to a different form of crea5ve ac5on if people live, and act with ‘an inner posture’ of uncondi5onal acknowledgement of the humanness of the other person, and, in doing so, acknowledging difference (Mar0n Buber, 1953).
Dialogic communica5on is not about superficial harmony, but grounded in respect and dignity and in awareness of a deeper space of coherence that lies beneath difference. A leader can create an atmosphere, a ‘space’, in which the apprecia5on of a person as a person is present (Petra Künkel, 2005). A leadership journey is always a ‘long road to freedom’, freedom from games of the mind, anxiety, and the overemphasis on self‐protec5on (Nelson Mandela, 1994). It is a road to aligning inner and outer change and shiWing one’s aXen5on to the concern for the whole. Leadership for the future of humanity requires such shiWs of mind and consciousness. It needs the emergence of collec5ve leadership as a pathway to collec5ve intelligence (Petra Künkel, 2005).
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