DEEP & WIDE - an inquiry for new economic and business models Anna Rosengren This text is a report from a process led by me and my friend and colleague Marie Ann Östlund, who, like me, is a member of GNH Sweden and IofC. During the TIGE conference at Caux in July 2016 we let an inquiry group go deep and wide to create new understandings of the common good. Combining dialogue, sharing, meditation, art and existential reflection we allowed for a co-created transformation of economy, business, society and self. The depth meant exploring all of what we are, the angel as well as the devil inside in order to open for new awareness about ourselves, each other and/or society. The width meant opening for many perspectives of ourselves and our world, broadening the scope of compassion and inclusion so as to expand our sense of reality. The process - passing through diverse phases symbolized by the diverse stages of a butterfly - Egg, Caterpillar, Chrysalis and Butterfly - led us to a place deeper and wider than we had expected. This is what happened.
STARTING WITH TRUST
Starting with trust meant, in this case, creating an atmosphere that already from the beginning allowed for openness and awareness of deeper values. Creating trust in is not something innovative, still it is often neglected, not least in contexts where new ideas are presented and elaborated. It is as if we forget, sometimes, that we also need to cherish our relations and humanity. Time spent on cultivating trust must be seen as an investment in harmony and the specific conditions that are necessary for going deep and wide. In our time limited workshop we did this in a simple way, by sharing what helps us co-create a ”green zone” where we are open, happy and resilient, as opposed to the red zone where we would be limited, defensive and short-sighted. The question we started with was ”What do you need to bloom?” and from the following dialogue, meditation and reflection values emerged, such as cultivating an open mind and a common enthusiasim, allowing for and awareness of diversity, allowing for making mistakes or changing our minds and taking time for meditation and resting in space.
By sharing the conditions we need to bloom, we had set the scene for our quest.
DOWNLOADING MODELS FROM THE EGG
We then continued by exploring what models and ideas about new business models, that we had brought with us into the inquiry. This part of the process was seen as downloading the contents in a symbolic ”Egg” i.e our potentials and resources. The models that came up were not purely business models, but rather ideas and theories that had influenced us. The models mentioned below were mainly shared by us process leaders, except for GNH Gross National Happiness, the Four Worlds Model and Holocracy, that were shared in the larger conference context. The models/approaches were, among others: AQAL AND THE INTEGRAL MODEL An essential aspect of new business models is to see the big picture and to integrate every effort with other aspects, departments, organizations, networks, processes and events. A brilliant example of this kind of holistic approach was created by Ken Wilber in what he calls the integral perspective. The approach is based on a view of the world as constantly evolving, from the Big Bang to atoms, molecules, humans and other sentient beings as well as societies, cultures and ways of thinking. Everything strives towards a greater unity, while at each new step including and transcending the former capabilities. Complexity is simultaneously increasing, so that we time and again need new maps that align with our new reality, thus making the world understandable. An integral approach balances inside with outside, individual with common perspectives. It includes four dimensions, as shown in the picture. All these dimensions are as necessary, none of them can be developed without the other. We need to understand the interconnectedness both in theory and in practice - the quality of our future is obviously a matter of systems and organization, efficiency, economy and profitability, but also of personal development, individual well-being, diversity management and common values. We simply cannot have the one without the other, this is the key to development. Spiral Dynamics is another integrating approach, based on the work of Clare W. Graves and elaborated by Don Beck and Christopher Cowan, that explains our development by a number of paradigms that describe aspects of the human mind as well as of human history. The theory says that from time to time we shift our view of ourselves and the
world so radically that it must be called a fundamental paradigm shift. New paradigms have been emerging since the beginning of humanity and will continue to do so as long as we exist and develop. Each new paradigm provides a wider, more complex understanding of what it means to be human and therefore what is a reasonable and wise vision. Each shift includes, corrects and complements the previous, taking us one step further. When a new step is about to occur, it will be disseminated through various cultural, social and organizational "codes" that affect everything from religion to economics and politics. We live in a flow of constant paradigm shifts. The different paradigms in this theory are connected with different colors, which makes it easier to talk about, integrate and overview. The process of development also often depicted in a spiral image where development passes the different colors again and again in new levels, constantly integrating new insights. Learning about the different paradigms can help us as leaders, since they are not only chronological events, but also exist more or less simultaneously in our current context. The wisdom in leadership is all about knowing what kind of potentials and challenges associated with each context based on the recognition of the paradigm that colors the context. At the same time we need to understand at what level humanity as a whole exist today, and have an overall awareness of how everything on an existential level is linked through space and time. Spiral Dynamics is a basic frame for understanding our contemporary context, especially when combined with other approaches such as the integral model. This combination, often called AQAL, All quadrants, all levels, gives us a multi-dimensional view of reality. We can think of the combination as a building, where the four squared quadrant image could be imagined as apartments in four directions, while the levels could be compared to the floors. In order to reach the next floor, we would need to have ”cleaned up” or ”covered” all four apartments on the former level. This means we will include and transcend all the other floors, being ready to move on to the next. SOCIOCRACY Sociocracy, or dynamic management, is a decision method for organizations or groups that wish to act as a whole. The main idea is that everyone's voices should be heard and that everyone should be able to participate in the process on fairly equal terms. Any of the participants can make an objection to a pending proposal and the process continues until there no longer remains any objections. The method is based on three elements: • Consent • Circles • Double links Consent means that decisions are made only when the total consent prevails in the current
group, i.e when no objections remain. Everyday decisions need not always wait for such consent, as long as there is a basic agreement on a simpler approach. The organization is also divided into circles, a more common and a number of smaller groups with a more specific goal or mission. There may also be a top circle that corresponds to the management of the organization. The top circle then has the same mandate and conditions as all other smaller circles, but with the specific mission of providing strategic overview. It is in the large, general, common circle that the main decisions are made. In the image these circles are drawn as triangles, which is normally done for practical reasons. The idea, though, is that these are groups that work, and often also sit together, as circles. In each of the smaller circles two representatives are appointed, one to represent the group's interests in the common circle and one to represent the common interests of the circle of the smaller circle. Each circle has, thus, double links and its own authoritative voice in the organization as a whole. Sociocracy is easy and often experienced obvious for those who get used to it. It is a common method of decision in many eco villages and collectives and which often grows naturally in safe groups. Organizations using dynamic management have shown strong growth in productivity and innovation as well as a substantial reduction in the number of (unnecessary) meetings and sick leave. The method seems self-regulating and works well even in large organizations with thousands of employees. Holocracy is a similar model, that has been more specifically adapted to modern worklife and elaborated into a system of certifications, while sociociracy is in a way easier and more accessible even without certifications. THE - THE HUMAN ELEMENT To follow the flow of innovation and expansion in business, we are supported by an integrated approach to the development of both operations and employees. Both the outer and the inner side of the organization's activities need attention in order to maintain the desired results. Traditional business models are focused on the "outside", even though the activity "inside" seems to be the area that contains the greatest potential for radical improvements. "Inside" is the organization's heart and soul that is often forgotten or neglected. The Human Element, THE, addresses the need for healing this imbalance and thus offers a path for the inside out perspective. In this way THE connects to the AQAL model or at least to the integral model of Ken Wilber as described above, but it goes deeper into relations and personal development stating that ”in the good organization everyone feels significant, competent and loveable.” The Human Element, developed by Will Schutz, is based on three principles: • Self-awareness • Transparency/truth/openness • Self-determination/conscious choices The foundation of the theory is that all human relations can be described in terms of three dimensions that, on the behavioral level, could be described as a need for
inclusion, control and openness. The corresponding dimensions of the emotional level is feeling significant, competent and loveable. When organizations cultivate this kind of conditions and employees and management have this basic feeling about themselves and others, they contribute to increased productivity, better communication internally and externally, and thereby to increased creativity. In this way we reach good results much faster and are far more resilient. Some basic concepts of THE are that: •The employees' self-esteem is crucial for motivation and results •Leadership is primarily about creating conditions for increasing self-esteem •Employees with low self-esteem become defensive and reluctant to change •Employees with high self-esteem are naturally curious, creative and responsible •The good organization means an open and honest business THE INTEGRAL WORLDS MODEL The Integral Worlds might also not be a business model as such, but it raises our awareness and helps us get an overview of what is happening and what is needed in any given context to strengthen balance and harmony. This holistic approach, developed by Ronnie Lessem and Alexander Schieffer, has the power to heal imbalances within an individual, organisation, community and or society, but also within specific fields, such as economics, enterprise, or human development. The Integral Worlds approach is a transcultural, transdiciplinary, transpersonal and transformational model that contributes to catalysing meaningful global contributions. This model may be useful in many ways and from many angles since it initiates a holistic realignment of all that we are, connecting nature and community (that is seen as qualities from the South), culture and consciousness (that are connected to East) science, systems and technology (connected to North) and enterprise, economics and politics (connected to West).
The dynamic circular design symbolises totality and also the cycle of life that each living system undergoes. The outer field is the more worldly perspective of an individual, organisation, community, or society, while the inner core is the space from where the impulse for transformation or development is initiated. This inner personal core and the outer, global circle are then connected through the ’4Rs’: Realities (worldviews), Realms (Knowledge Fields), Rounds (different levels, from self to world) and Rhythms (transformative rhythms, applied to all of them). GROSS NATIONAL HAPPINESS GNH, Gross National Happiness is most certainly not originally presented as a business model, but rather a general holistic vision for the world. As such it is, however, very interesting to develop its relevance also for business organizations. What would happen if this vision was at the core of our business systems? Being the core values of leadership and structure in the country of Bhutan GNH basically means that sustainable development should take a holistic approach to notions of progress and to give equal weight to the non-economic aspects of wellbeing. The term Gross National Happiness was coined by His Majesty the Fourth King of Bhutan, Jigme Singye Wangchuck in the 1970s. While traveling around in Europe he was interviewed by a western journalist who was questioning the standard of Bhutan and whether Gross National Product was even worth measuring in this small reign. The King then heard himself saying: ”Well, maybe we do not have much of a GDP, but I think we care more about Gross National Happiness anyway.” In this way the King expressed his reluctance to even try to compete with Western measures of welfare, which in his view were far to limited and shallow. The concept of GNH has often been explained by its four pillars: good governance , sustainable socio- economic development, cultural preservation, and ecology. Recently, these four pillars have been further divided into nine areas , domains , in order to create a broad understanding of GNH and to reflect the holistic values. The nine domains are : • • • • • • • • •
Living standard Health Education Good governance and leadership Ecological diversity & resilience Psychological wellness Community vitality and participation Cultural diversity and resilience Time use
GNH thrives to develop welfare in a way that includes and transcends living standard. It includes and transcends our habitual focus on economics and profitability, thus letting new opportunities and creative solutions emerge. All this can be experienced as some kind of utopia. Bhutan has also been called ”Shangri-La”, meaning the fictional, completely happy city that has been considered to be in a valley in Tibet and which also corresponds to the Buddhist mythical city of Shambala. However, this image is simplistic and even though there is definitely something sacred about the atmosphere in Bhutan, it should not be described as some kind of heaven. There are significant gaps and shortcomings in the welfare system in Bhutan just as in other countries. The difference is the motivation and the measure that is genuinely holistic. GNH brings about a totally new paradigm, a complete mind shift that in many ways turns the Western tradition of GDP inside out, just like a kaleidoscope messing up all the bits and pieces of our well known standards, thus creating a whole new pattern. The most obvious aspect of this new inside out pattern is the contradiction itself, the brave mirroring of the limitations of the Western paradigm, turning the whole world view inside out and upside down. SPACE TUNING & THEORY U These are theories that we did not speak about at all initially, but I still wish to mention them, since they became an important experience for us. Without mentioning or even thinking about them, they became the foundation of our process. This could be seen as nothing less than a miracle, unless we take these same approaches seriously. When we do, it all seems to have unfolded in a completely natural way. So, what are Theory U and Space Tuning about? Well, they are methods for transformation and awareness. Let us start with space. Nothing can ever take place or be created without this space, just like music happens in collaboration with the gaps between the notes. These empty spaces or gaps could also be described as an abode for, or source of all that takes place, the very essence of all that is. For it is from within this space that the sublime seeds arise that grow into all dynamic patterns of form, just like the womb, receiving the seed of a potential life, embraces the embryo allowing it to grow within its space. When we get a thought or an idea, it starts in the very same way as a most sublime shift of nuances within the empty space of our mind. For any process there is this emptiness embracing it all, allowing, containing and being permeated by the perceived course of events. This is what is meant by the buddhist term ”tathagatagarba” often translated as ”buddha nature” but originally meaning the ”womb of the thusgone”. This means that our true nature is this potential-embracing transparent space.
In the theory of transformation called Theory U, developed by Otto Sharmer, space is what is perceived as the bottom of the process. 
 Starting by opening minds, it goes on to opening hearts and finally opening will. Then it is time to let go of all we cling to and just rest with it until something new crystallizes out of the empty space, something that wishes to emerge and that we may eventually form into a prototype.
 In Space Tuning, developed in Sweden by me and a group of innovative colleagues, is a kind of collective deep listening into space. Space, in this understanding, is where we end up when we have pealed off all our theories, preconceptions, self-images, patterns of behavior, reiterative mindsets emotions and other more or less conscious blockages. We thus drop all that we know about ourselves, the world and what is and so we simply rest for a while, as awareness. While resting as awareness we can then notice something new coming up from within the empty space of pure presence. This would be the crystallizing of a new idea or mindset, transformed by the empty gap between letting go and letting come.
 It is this very space that Space Tuning serves to elaborate and expand, so that there will be more of a balance between process and being. The U process gives us an idea of a transformative activity, dipping its nose in space, but it does not elaborate this source of power. There is, within this theory, a good focus on the process itself, which is very helpful for us all. However, we might be even more healed and whole if we invested the same amount of interest in the space that holds the process, allowing it to happen, while staying present in that space. When we enter our being-ness, our awareness, with the the preprogrammed intention of getting something out presence in it will not be completely pure, but stained with a sublime grasping. Space tuning takes place at the core of any process, since it is the source of being. This is true in a U-process as well as elsewhere. From that perspective it is nothing new, really. Most probably it is already existing as a deep experience and practice within many transformative networks. The idea is to enter our source together, without any other intention than being in it, or at least to elaborate the rim of it while understanding more about its diverse aspects, angles and perspectives. In this way we might
experience a holistic spiraling into the core of our essence. So how is it possible? This all-embracing space is the essence of what we are, so how could we enter it, explore it or elaborate and expand it? We could not enter what we already are or elaborate what is the very premises of our existence, could we? Well if this is our very nature and what holds all that is within itself, then our abiding in it or at the rim of it, could essentially not mean anything else than simply being ourselves, resting as the awareness that we already are. However, there are methods for opening up and deepening awareness, and this is our intention. This kind of method might seem complicated or abstract or both. It does not have to be perceived as neither. In fact it could be seen as very simple and in a way it is already being practiced within many forms of more conscious group meditations or prayer where we allow ourselves to focus our attention to the essence of our being, letting our existence sink into its source while being aware of the many perspectives ot could be perceived through. A simple and spiritually naked form for this practice might be simply gathering for such a meditation, sitting in a circle thus allowing space within as well as around the group and its individuals. After tuning in to each other by deep listening and meditation, the group might then open for a more holistic experience of awareness, where the group as a whole would allow itself to sink into its source, abiding in this essence of existence for a while. In resting in this way, as the awareness we are, we might become more aware of ourselves or each other. We might notice new ideas arising. Or we might just rest in it without any result whatsoever. Any of these scenarios are as good as the other. There is no preprogrammed result. Simply being. This, then, would be the core of the term space tuning. The group, although not having any other intention than a holistic resting as awareness, could also have a function, such as being a tuning fork for diverse questions arising within or without it. For instance, this group could be a deep listening advisory board or a vision incubator for projects and initiatives in what we call our common reality and society, in our personal lives and work. This function would be of great use for many of the participants as well as many others, although it would be important not to get too attached to this kind of function, whereby the precious essence of space tuning would be lost. Holistic abiding as awareness would be its true nature.
CATERPILLAR EXPERIENCES
WISDOM OF EGGS AND OMELETTES In the caterpillar phase we spoke a lot about how The Egg might break apart, the pain of this process as well as the inevitability of it. When we find ourselves in situations where our well known models do not seem to work for us any more, or seem insufficient in some way, we are bound to feel vulnerable, confused or even defensive. This is a phase where we might need to be compassionate and wise we said. In sharing experiences around our vulnerability one of us mentioned the difference between cracking an egg from the outside and cracking it from the inside. Being cracked from the outside, by external people or situations, would feel very hurtful or
even seem unnecessarily cruel, while cracking the shell from the inside would be a sign of expansion, growth, life and joy. Someone else then took the role of the devils advocate and mentioned how impossible it is to make an omelett without cracking some eggs from the outside. By this he meant that sometimes we also need to let go of our ”being nice” in order to have a more holistic vision manifested. Some egg shells might consist of egos, that need to be cracked in a painful process. The omelette, i e our shared holistic vision, might then in the end serve us all, including the wounded egos and, of course, the inner potential of the eggs. In this way we rested in awareness of the tensions between the (un)necessary painful processes and our longing to be whole and free of limitations. This was a moment that really brought us into ”exploring all of what we are, the angel as well as the devil inside in order to open for new awareness about ourselves, each other and/or society.” We somehow landed in emphasizing the need for wisdom when it comes to balancing the egg and the omelette, especially the wisdom of significance or discernment, meaning the ability to choose what approach and method that is adequate in which situation. A LIVING EXAMPLE From this perspective of wisdom we were also able to help one participant with her life project, that she chose to share with us in a brave way. Her situation involved a seemingly impossible combination of two worlds. On the one hand a specific religious and non-violence context that she had been part of for almost all her life working with democracy and communication, and on the other hand her family business of mine protection systems and other items connected to the defense industry, that she now thought about joining, thus working in a different way. The gap between these two worlds caused a deep tension in her that touched the heart of us all. With compassion and wisdom the group was able to support by going inside out, exploring the need to look deeper and listen to what wanted to emerge in this situation. Although this was not an outspoken intention, this process was really a brilliant example of all the models mentioned above, especially The Human Element, since we spoke a lot about fears and potentials, integration and the need for an inside out perspective. One might say that she shared with us, and got support in, her process of cracking up both from inside and from outside. From inside in that she felt the need for expansion and integration and from outside in that her whole life situation called for this kind of wholeness to become manifested.
WEAVING A CHRYSALIS A STORY OF INTEGRATION Our process now took us to a space where we felt like weaving the threads together in a new way. The weaving was experienced as the connecting of roots into a stem, allowing for branches to grow in a way that might mirror the roots, but in new ways. This called for completely new images that would integrate our deep experiences as well as our vast range of ideas. We got the opportunity to help another participant this day, with his NGO project that needed some integration and new input. His question was mainly about how to monetize the first form of capital in his initiative. This became a very useful process for all of us, since it made us aware of the more concrete levels of integration. For example we could suggest him to contact partner organisations that he would not have thought of, to combine the ideas in new ways and to count his assets in other currencies than money. In this way we, more or less unconsciously, connected to Gross National Happiness as well as to the integral model of Ken Wilber, where we stressed the need for balancing inside with outside, individual aspects with collective ones. This living example of integration became very informative and was also useful for others who had similar challenges in their projects or situations. PARADIGM SHIFTING TREE This day we were blessed by the presence of a graphic facilitator, who made our process visible in an artistic way. She quickly grasped our earlier path as well as the essence of our current dialogue, which was mainly focusing on my image of The Four Worlds Model and/or Gross National Happiness, through which a tree was growing, the roots deeply connecting to Earth and the branches widely spreading out in space. In this way it became an image of how natural experiences and new visions emerge right through everything we have taken for granted - in a way cracking it, but in another way expanding, deepening and widening the whole paradigm. Instead of what was ”merely” a circle of connected dimensions, we now had a multidimensional
understanding of our perceptions. This made everything simultanously more complex and far more simple - no less than a paradigm shift. The holistic and coherent circle of dimensions perforated by a natural tree thus became almost like our summary, in a way connecting everything we had talked about, theoretically, emotionally and spiritually.
THE SOUND OF A HOLISTIC BUTTERFLY LAST STEP OF LETTING GO The last step of letting go, meant leaving the chrysalis behind and allowing for the butterfly to emerge. We started out by sharing what held us back now and whether this was something that belonged to the inside or the outside, the individual or the collective realm (as in the integral AQAL model). This sharing was very fruitful and many deep insights were brought up, that had to do with society and personal development as well as business and economic models. We asked ”What have we avoided or become attached to?” Some examples of the things that were mentioned are: • the need to be fully nourished and accepted • the longing to live locally (while thinking globally) • the longing for sharing and intimacy • the feeling of being tired of criticizing and judging • the need of openness on a deeper level, not only via headlines • the wish to break free from the birds cage and live the potentials • the wish to express more thankfulness • the responsibility of making impact • the responsibility of being the solution, rather than the problem • the need for openness for change to come unexpectedly • the possibility to ask the elders • the possibility to connect to African wisdom • the need for more quiet time • the connection between me and the world • the need to play the role and play the part • the need to change from within All of these could easily be seen as signs of a shifting paradigm. Depending on how they are seen and handled, they could be either a problem or a potential. When fully released, these will be keys to liberation instead of limitations. Our dialogue, thus, went on around how to set ourselves and others free. TUNING INTO SPACE What we also spoke a lot about was meditation, the quiet moments we had and of ”sharing the values of the empty space between us”, meaning that the deeper values that connect us like the roots or branches of our symbolic tree, are of a kind that cannot
always be verbalized and that emerge from a source that lies intrinsic and beyond our language or normal communication. It was in this dialogue that the vocalization experience emerged. One of the participants suggested that we should stand up and try a method of connecting beyond words. This meant sharing a sound, any sound, with each other simultaneously. So we stood in a close circle, tuning in to each others voices and sounds. Eventually the experience was very holistic and almost overwhelming. We all felt very liberated and whole in that moment. The symbolic inner butterfly, the holistic butterfly, was free. Interesting enough this experience came up without anyone mentioning or consciously thinking about it. The process as a whole took us through opening our minds, opening our hearts and finally letting go of what we took for granted, leaving us at the rim of that empty space which is that pause of Theory U and the focus for Space Tuning. Had this been a completely conscious path, we most definitely would not have experienced it in this natural and profound way. Now it all unfolded in the most beautiful way, that was described by some of us as pure bliss.
SUMMARY In the closing session of the conference we were supposed to share our experience of the process. The best way to do this was, in our view, to share the peak experience, which was the tuning into space through vocalizing. So we shared it with everyone from all the groups and constellations, by joining hands in the large circle we had shaped, an initiative that was appreciated by all, although the deeper and wider understanding of it would need similar processes in smaller constellations like ours. Hopefully we get the chance to do something similar somewhere else with other friends and thus keep cultivating and celebrating great experiences of shared bliss.