Urban Hub 2: Integral Methodological Pluralism by The Acorn Hub

Urban Hub Integral UrbanHub

Integral Methodological Pluralism Thriveable Cities Paul van Schaik integralMENTORS

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Urban Hub Integral Methodological Pluralism Thriveable Cities Integral UrbanHub

Paul van Schaik integralMENTORS

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A series of graphics from integralMENTORS integral UrbanHub work on Thriveable Cities presentations.

Content Context Evolving Cities Integral Mapping Capitals Integral Theory Urban Fractals Tools Projects Books Annex SDG

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When Did You Feel Most Alive in an Urban Habitat? Me

My Behaviour

My Intention

What made this experience come alive for you and made it memorable?

Urban Culture

Urban Activity

My context

What made this activity come alive for you and made it memorable?

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Urban Hub Context

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Preface This book is one in a series of presentations for the use of Integral theory or an Integral metaframework in understanding cities and urban design. Although each can stand alone, taken together they give a more rounded appreciation of how this broader framework can help in the analysis and design of thriveable urban environments. Key to an Integral approach to urban design is the notion that although other aspects of urban life are important, people, as individuals and communities, are the primary â&#x20AC;&#x2DC;purposeâ&#x20AC;&#x2122; for making cities thriveable. All other aspects (technology, transport & infrastructure, health, education, sustainability, economic development, etc.) although playing a major part, are secondary. This work shows the slides from a dynamic deck that accompany a presentation on Thriveable Smart Sustainable Cities. The history of the co-evolution of cities, worldviews and technology is presented in an integral framework.

This volume is part of an ongoing series of guides for integrally informed practitioners.

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Why Stratified Leadership, Integral Methodological Pluralism and Integral Holarchy Subjects do not perceive worlds but enact them. Different states of subjects bring forth different worlds. For AQAL, this means that a subject might be at a particular wave of consciousness, in a particular stream of consciousness, in a particular state of consciousness, in one quadrant or another. That means that the phenomena brought forth by various types of human inquiry will be different depending on the quadrants, levels, lines, states, and types of the subjects bringing forth the phenomena. A subject at one wave of consciousness will not enact and bring forth the same worldspace as a subject at another wave; and similarly with quadrants, streams, states, and types (as we will see in more detail).

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Integral methodological pluralism (IMP)

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Urban Hub IMP

Integral Methodological Pluralism

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Integral methodological pluralism (IMP)

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Integral methodological pluralism (IMP)

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Integral methodological pluralism (IMP)

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Integral methodological pluralism (IMP)

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Integral methodological pluralism (IMP)

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Integral methodological pluralism (IMP)

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The Quadrants of Understanding Me

My context

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Capacities - Competences - Behaviour

Culture - worldviews

Creations - systems - infrastructure

Collective Exterior- Interobjective

Individual Exterior - Objective

Consciousness - intention - mindsets

Collective Interior - Intersubjective

Individual Interior- Subjective

Mapping Interventions – INTEGRAL Cities

Capacities - Competences - Behaviour

Culture - worldviews

Creations - systems - infrastructure

Collective Exterior- Interobjective

Individual Exterior - Objective

Consciousness - intention - mindsets

Collective Interior - Intersubjective

Individual Interior- Subjective

Mapping Interventions – INTEGRAL Cities

Capacities - Competences - Behaviour

Culture - worldviews

Creations - systems - infrastructure

Collective Exterior- Interobjective

Individual Exterior - Objective

Consciousness - intention - mindsets

Collective Interior - Intersubjective

Individual Interior- Subjective

Mapping Interventions – INTEGRAL Cities

Capacities - Competences - Behaviour

Culture - worldviews

Creations - systems - infrastructure

Collective Exterior- Interobjective

Individual Exterior - Objective

Consciousness - intention - mindsets

Collective Interior - Intersubjective

Individual Interior- Subjective

Mapping Interventions – INTEGRAL Cities

Capacities - Competences - Behaviour

Culture - worldviews

Creations - systems - infrastructure

Collective Exterior- Interobjective

Individual Exterior - Objective

Consciousness - intention - mindsets

Collective Interior - Intersubjective

Individual Interior- Subjective

Mapping Interventions – INTEGRAL Cities

Tetra-meshing The act whereby a ‘holon’ meshes or fits with the selection pressures of all four quadrants. In order to tetra-mesh, each holon must to some degree be able to register its own exterior accurately enough (truth), its own interior accurately enough (truthfulness), understand its cultural milieu (mutual understanding)’ and fit within its social system (functional fit) – meaning that all four selection pressures must be dealt with adequately in order for a holon to evolve.

Self & Consciousness

Brain & Organism

Intentional

Behavioural

Culture & Worldview

Systems & Environment

Cultural

Social

Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Waste Disposal systems

current system choices of systems available

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Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Waste Disposal systems

current system choices of systems available

Individuals beliefs/mindset on Waste Disposal

individuals Centre of Gravity depending on CoG possible obstacles to change

Individuals Behaviour to Waste Disposal current ways of use obstacles to use/change

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Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Waste Disposal systems

current system choices of systems available

Individuals beliefs/mindset on Waste Disposal

individuals Centre of Gravity depending on CoG possible obstacles to change

Individuals Behaviour to Waste Disposal current ways of use obstacles to use/change

Communities Cultural views or Mindset on Waste Disposal communities Dominant Mode of Discourse possible communication levels

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Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Waste Disposal systems

current system choices of systems available

Individuals beliefs/mindset on Waste Disposal

individuals Centre of Gravity depending on CoG possible obstacles to change

Individuals Behaviour to Waste Disposal current ways of use obstacles to use/change

Communities Cultural views or Mindset on Waste Disposal communities Dominant Mode of Discourse possible communication levels

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Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Consciousness - intention - mindsets

Capacities - Competences - Behaviour

Waste Disposal systems â&#x20AC;&#x201C; in place and proposed Culture - worldviews

Creations - systems - infrastructure ÂŠ integralMENTORS

Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Consciousness - intention - mindsets

Capacities - Competences - Behaviour

Persons Behaviour to Waste Disposal

Waste Disposal systems â&#x20AC;&#x201C; in place and proposed Culture - worldviews

Creations - systems - infrastructure ÂŠ integralMENTORS

Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Consciousness - intention - mindsets

Persons beliefs/mindset on Waste Disposal

Capacities - Competences - Behaviour

Persons Behaviour to Waste Disposal

Waste Disposal systems â&#x20AC;&#x201C; in place and proposed Culture - worldviews

Creations - systems - infrastructure ÂŠ integralMENTORS

Tetra-meshing Rio de Janeiro

Olympic preparations

for Inter-American Development Bank (IDB) 2014

Consciousness - intention - mindsets

Persons beliefs/mindset on Waste Disposal

Cultural views on Waste Disposal Culture - worldviews

Capacities - Competences - Behaviour

Persons Behaviour to Waste Disposal

Waste Disposal systems â&#x20AC;&#x201C; in place and proposed Creations - systems - infrastructure ÂŠ integralMENTORS

Transformation & Tetra-meshing

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Morpho-Generative and Snippable Transformation Consciousness - intention - mindsets

Morphic Pull (Purpose)

Capacities - Competences - Behaviour

Time

Contextual & creative inputs from all at each step

Culture - worldviews

Step 1

Creations - systems - infrastructure ÂŠ integralMENTORS

Morpho-Generative and Snippable Transformation Consciousness - intention - mindsets

Morphic Pull (Purpose)

Capacities - Competences - Behaviour

Time

Contextual & creative inputs from all at each step

Culture - worldviews

Step 2 Step 1

Creations - systems - infrastructure ÂŠ integralMENTORS

Morpho-Generative and Snippable Transformation Consciousness - intention - mindsets

Morphic Pull (Purpose)

Capacities - Competences - Behaviour

Time

Contextual & creative inputs from all at each step

Step 3

Culture - worldviews

Step 2 Step 1

Creations - systems - infrastructure ÂŠ integralMENTORS

Zones Importantly, there is a more complex way about the nature of the quadrants, a full explanation of which is beyond the scope of this work. Quickly, the basic perspectives represented by the quadrants can scaffold a principled classification of inquiry types, known as Integral Methodological Pluralism (IMP). Through a more detailed analysis of the perspectives that yielded the four quadrants, we can derive a system of eight primordial perspectives, each with a related methodological approach and domain of phenomena. The result is a taxonomy of methodologies couched in terms of irreducible perspectival differentiations. We now have a map of the insides and outsides of the interiors and exteriors of individuals and collectives. Needless to say, this is a mouthful. The fundamental insight here is that there are a limited number of families of methodologies, and these can be arranged and differentiated in a principled fashion; that is, in terms of an analytically deduced system of basic perspectives. Each unique and irreducible perspective discloses a horizon of phenomena, known as a zone. Each zone is, in effect, the condition for the possibility of a certain family of methodologies. Briefly, the eight zones and their related methodological approaches: Zone #1: In the upper-left quadrant: the inside of the interior of individuals: Phenomenology Zone #2: In the upper-left quadrant: the outside of the inside of individuals: Structuralism Zone #3: Lower-left quadrant: the inside of the interior of collectives: Hermeneutics Zone #4: Lower-left quadrant: the outside of the inside of collectives: Ethnomethodology Zone #5: Upper-right quadrant: the inside of the outside of individuals: Autopoiesis, e.g. cognitive science. Zone #6: Upper-right quadrant: the outside of the exterior of individuals: Empiricism, e.g. neurophysiology. Zone #7: Lower-right quadrant: the inside of the exterior of collectives: Social Autopoiesis Zone #8: Lower-right quadrant: the outside of the exterior of individuals: Systems Theory ÂŠ integralMENTORS

Zones

Zone #1 : States of individual consciousness Zone #2 : Stage-Structure of individual development Zone #3 : States of ‘cultural’ development Zone #4 : State-Structure communal development Zone #5 : States of individual communication Zone #6 : State-Structure of individual control Zone #7 : State of communal communication Zone #8 : State-Structure of governance/systems

surface structure deep structure surface structure deep structure surface structure deep structure surface structure deep structure

– the feel – the look – the feel – the look – the ‘software – the ‘hardware’ – the ‘software’ – the ‘hardware’ © integralMENTORS

Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Understanding Stages & Lines of Development

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Understanding Stages & Lines of Development Spiritual Moral Cognitive Self-identity Values

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Understanding Stages & Lines of Development Spiritual Moral Cognitive Self-identity Values

Dominant Mode of Discourse

Kosmic Address

Myth of the Given

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Lines of Development Some major lines of Development

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Lines of Development Some major lines of Development

Selman, Perry

Context What is my cultural dominant mode of discourse What is my societal Systems Stage (agricultural, industrial, informational, â&#x20AC;Ś)

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Altitude, Stages & Lines of Development

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Mapping Interventions or Means Me

What did you try to change or transform in yourself, others, a human system or a culture? How did you try to change or transform yourself, others, a human system or a culture?

My Behaviour

My Intention

Did your intervention succeed or fail? How do you know? Are you satisfied with the outcome?

Urban Activity

Urban Culture

My context

If not, what would you do next?

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Urban Hub Evolving Cities

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Mapping Interventions – Thriveable Cities

Mapping Interventions â&#x20AC;&#x201C; Thriveable Cities Meaning & Purpose still embedded in worldview

Pluralistic/Sustainable Rational/Drive Mythic/One Truth

Power

Mythic/Power

The content of the previous becomes the context of the next ÂŠ integralMENTORS

Mapping Interventions â&#x20AC;&#x201C; Thriveable Cities Meaning & Purpose become conscious

Holistic Pluralistic/Sustainable Rational/Drive Mythic/One Truth

Power

Mythic/Power

The content of the previous becomes the context of the next ÂŠ integralMENTORS

Mapping Interventions â&#x20AC;&#x201C; Thriveable Cities Meaning & Purpose transcended & included Integral/ThriveAble Holistic Pluralistic/Sustainable Rational/Drive Mythic/One Truth

Power

Mythic/Power each more complex stage: - enfolds - transcends [the worst] - includes [the best] of the previous stages

The content of the previous becomes the context of the next ÂŠ integralMENTORS

Mapping Interventions â&#x20AC;&#x201C; Evolving Cities Survival Magical/Tribal Mythic/Power Mythic/One Truth Rational/Drive Pluralistic/Equality Integral/3D Holistic Integral/Thriveable

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Mapping Interventions â&#x20AC;&#x201C; Evolving Cities Survival Magical/Tribal Mythic/Power Mythic/One Truth Rational/Drive Pluralistic/Equality Integral/3D Holistic Integral/Thriveable

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Mapping Interventions – Thriveable Cities

People-Centric IMP Integral Morphogenic Generative Snippable Thriveable City Mythic/Power Mythic/One Truth Rational/Drive Pluralistic/Equality SDi/3D Holistic Integral/ThriveAble

Urban Hub Mapping

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Mapping Interventions – Thriveable Cities

Mapping Interventions – SMART Cities Techno-Centred Smart Cities tend to use technical solutions to address first order change. First order change requires support for maintaining, adjusting or improving the status quo. (Think more data banks, driverless cars, faster Wi-Fi.)

Smart Cities World Model

Buckminster Fuller

Systems theory & Cybernetics Complexity Science Platforms for Change Stafford Beer

Systems Dynamics Urban Dynamics Jay Forrester

A smart city is an urban development vision to integrate multiple information and communication technology(ICT) solutions in a secure fashion to manage a city’s assets – the city’s assets include, but not limited to, local departments information systems, schools, libraries, transportation systems, hospitals, power plants, water supply networks, waste management, law enforcement, and other community services. The goal of building a smart city is to improve quality of life by using technology to improve the efficiency of services and meet residents’ needs. ICT allows city officials to interact directly with the community and the city infrastructure and to monitor what is happening in the city, how the city is evolving, and how to enable a better quality of life. Through the use of sensors integrated with real-time monitoring systems, data are collected from citizens and devices - then processed and analyzed. The information and knowledge gathered are keys to tackling inefficiency © integralMENTORS

Mapping Interventions â&#x20AC;&#x201C; SMART Cities Techno-Centred Smart Cities tend to use technical solutions to address first order change. First order change requires support for maintaining, adjusting or improving the status quo. (Think more data banks, driverless cars, faster Wi-Fi.)

Smart Cities World Model

Buckminster Fuller

Systems theory & Cybernetics Complexity Science Platforms for Change Stafford Beer

Systems Dynamics Urban Dynamics Jay Forrester

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Mapping Interventions – SUSTAINABLE Cities Eco/Environ-Centred Sustainable City, or eco-city (also "ecocity") is a city designed with consideration of environmental impact, inhabited by people dedicated to minimization of required inputs of energy, water and food, and waste output of heat, air pollution - CO2, methane, and water pollution wikipedia

Death & Life of Great American Cities

Sustainable cities

Jane Jacobs

Resilient cities

The Nature of Order Pattern Language

Holistic Management

Christopher Alexander

Collaborative Enquiry Appreciative Enquiry SenseMaker

David Snowden

Ethno-Architecture

Carbon reduction

Resilient Cities tend to use adaptive solutions that address mid-order change. Such change addresses systemic adaptations, mitigations and restorations. (Think urban food security, reduction of greenhouse gases, daylighting streams.) Human Hive

“A Resilient City is one that has developed capacities to help absorb future shocks and stresses to its social, economic, and technical systems and infrastructures so as to still be able to maintain essentially the same functions, structures, systems, and identity.” © integralMENTORS

Mapping Interventions – SUSTAINABLE Cities Eco/Environ-Centred

U Process

Death & Life of Great American Cities Jane Jacobs

The Nature of Order Pattern Language

Sustainable cities Resilient cities/ EcoCity/Ecopolis

Christopher Alexander

Holistic Management

Collaborative Enquiry Appreciative Enquiry

Carbon reduction

SenseMaker

David Snowden

Ethno-Architecture

Mapping Interventions – SDi-Integral Cities System-Centred

[Master Code based]

Spiral Dynamics

Rational empirical sciences

Integral City (SDi) Marilyn Hamilton

Collaborative Enquiry Appreciative Enquiry

Sustainable/ Resilient cities Smart Cities Cradle to Cradle

SDi-Integral Cities seek to generate solutions that meet second-order change. These changes address a greater order of magnitude of problems than has ever been encountered before. This means that city leaders open up new mindsets, redefine city paradigms, and emerge new potentials for living systems not yet dreamed or tried. (Think cities as Gaia’s Reflective Organs, city as human hive, Planet of Cities as collective intelligence network.) Integral City leaders use both Smart and Resilient solutions – in their appropriate contexts. In fact Generative Change approaches enable Integral City thinking to emerge – because they include and build on both Smart and Resilient Solutions – and step into a zone where they can act effectively to align first order technical problems with Smart City solutions and mid-order adaptive problems with Resilient City Solutions But Integral City leaders go beyond merely aligning technical and adaptive solutions and seek to discover for their cities how to align the very source of City Wellbeing, with City Purpose, Collective Vision and Strategies for thriving. The Human Hive – Marilyn Hamilton © integralMENTORS

Mapping Interventions â&#x20AC;&#x201C; SDi-Integral Cities System-Centred

[Master Code based]

Spiral Dynamics

Rational empirical sciences

Integral City (SDi) Marilyn Hamilton

Collaborative Enquiry Appreciative Enquiry

Sustainable/ Resilient cities Smart Cities Cradle to Cradle Biomimicry

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Mapping Interventions â&#x20AC;&#x201C; THRIVEABLE Cities People-Centred

Spiral Dynamics

Building Thriveable, Integral Cities seek to generate solutions that meet second & third order change.

Rational empirical sciences

LeaderView & CultureView

[includes all in the previous slides]

Social Learning Theory

Constructive-Developmental Theory (Kegan)

IMP Integral - morphogenic, - generative and - snippable.

Constructive Developmental Framework - Otto Laske Integral City Marilyn Hamilton Collaborative Enquiry Appreciative Enquiry

Systems theory & Cybernetics

The Nature of Order Pattern Language

Complexity Science

Chris Alexander

Cradle to Cradle

Death & Life of Great American Cities

Platforms for Change

Jane Jacobs

Stafford Beer

SenseMaker

Systems Dynamics Urban Dynamics

David Snowden

Jay Forrester

Ethno-Architecture King 4

Sustainable Resilient Cities EcoCity/Ecopolis Smart Cities World Model

Buckminster Fuller

Holistic Manage Allan Savory

Global Action Network Net

Integral Methodological Pluralism (IMP) A set of social practices that corresponds with AQAL metatheory. IMP is paradigmatic in that it includes the most timehonoured methodologies, and meta-paradigmatic in that it weaves them together by way of three integrative principles: nonexclusion, unfoldment, and enactment.

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Mapping Interventions â&#x20AC;&#x201C; THRIVEABLE Cities People-Centred

Spiral Dynamics

Rational empirical sciences

LeaderView & CultureView

Social Learning Theory

Constructive-Developmental Theory (Kegan) Constructive Developmental Framework - Otto Laske Integral City Marilyn Hamilton Collaborative Enquiry Appreciative Enquiry

Systems theory & Cybernetics

Sustainable Resilient Cities

Death & Life of Great American Cities

Complexity Science

Smart Cities

Jane Jacobs

Cradle to Cradle

World Model

The Nature of Order Pattern Language

Platforms for Change

Chris Alexander

Stafford Beer

SenseMaker

Systems Dynamics Urban Dynamics

David Snowden

Jay Forrester

Ethno-Architecture

Buckminster Fuller

Holistic Management Allan Savory Global Action Network Net

King 4

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Mapping Interventions – THRIVEABLE Cities Smart Cities Techno-Centred

Sustainable Cities Environ-Centred

Mapping Interventions – THRIVEABLE Cities Sdi-integral Cities System Centred [Master Code based]

Thriveable Cities People Centred

Mapping Interventions â&#x20AC;&#x201C; Enfolded Cities each more complex stage: - enfolds - transcends [the worst] - includes [the best] of the previous stages

The content of the previous becomes the context of the next ÂŠ integralMENTORS

Mapping Interventions â&#x20AC;&#x201C; Enfolded Cities each more complex stage: - enfolds - transcends [the worst] - includes [the best] of the previous stages

The content of the previous becomes the context of the next

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Mapping Interventions – Thriveable Cities “I” Subjective realities; - self and consciousness, states of mind, psychological development, mental models/ constructs, emotions, state of self, etc.

“It” Objective realities; - brain and organism, visible biological features, degree of activation of the various bodily systems, etc.

Map: Interventions Theories Ideas To: Quadrants Stages Zones# Lines Tetra-mesh: Where possible what is mapped in each Quadrant or Stage Determine: What is missing

“We” Intersubjective realities; - shared values, world views, webs of culture, communication, relationships, cultural norms and customs, etc.

“Its” Interobjective realities; -. social systems, environmental systems, visible societal structures. economic systems, political systems, etc.

Integral Methodological Pluralism Psychological Disciplines Closing the Leadership & Values Gap

Policy & Strategy Disciplines

Classic Definitions Of Success & Thriving

Closing the Organizational & Finance Gap

Closing the Sustainability Gap

“Soft” Systems Disciplines

“Hard” Systems Disciplines

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Urban Hub Capitals

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Natural Capital

IfC

Human Capital

Relationship Capital

Social Capital

Infrastructure Capital

Intellectual Capital

Manufactured Capital

Knowledge Capital

SpC Spiritual Capital

Anthrocapitals

Ten Capitals

Financial Capital

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Urban Hub Integral Theory

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The Quadrants of Understanding

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The Quadrants of Understanding

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The Quadrants of Understanding

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Understanding Action Logic Communication Stratified levels of development

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Understanding Action Logic Stratified levels of development

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Understanding Action Logic Stratified levels of development

3.5% 8.5% 14.0% 67.0%

I N T E G R A L

Alchemist

Global Interdependence Integrated Consciousness

Pluralist/ Individualist/ Sensitive self 39.5% 27.5%

Pluralistic Consensus Enterprising Self Conventional Order

7.0% Powerful Self Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic Stratified levels of development 3.5%

Alchemist

8.5% 14.0% 67.0%

Global Interdependence Integrated Consciousness

Pluralist/ Individualist 39.5% 27.5%

Pluralistic Consensus Enterprising Self Conventional Order

7.0%

Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic Stratified levels of development 3.5%

Alchemist

8.5% 14.0% 67.0%

Global Interdependence Integrated Consciousness

Pluralist/ Individualist 39.5% 27.5%

Pluralistic Consensus Enterprising Self

7.0%

Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic Stratified levels of development 3.5%

Alchemist

8.5% 14.0% 67.0%

Global Interdependence Integrated Consciousness

Pluralist/ Individualist

Pluralistic Consensus

39.5% 27.5%

7.0%

Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic Stratified levels of development 3.5%

Alchemist

8.5% 14.0% 67.0%

Global Interdependence Integrated Consciousness

Pluralist/ Individualist 39.5% 27.5%

7.0%

Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic Stratified levels of development 3.5%

Alchemist

Global Interdependence

8.5% 14.0% 67.0%

Pluralist/ Individualist 39.5% 27.5%

7.0%

Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic Stratified levels of development 3.5% 8.5% 14.0% 67.0%

I N T E G R A L

Alchemist

Pluralist/ Individualist 39.5% 27.5%

7.0%

Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic

Pluralist/ Sensitive Self

Alchemist Source - Rooke and Torbertâ&#x20AC;&#x2122;s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe

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Understanding Action Logic

Torbert’s Action Logics – a leadership perspective

ConventionalAction Action Logics (Styles 1-4) Torbert’s Logics – Leadership perspective

People adopting these styles tend to appreciate similarity and stability. Conventional Action Logics (Styles 1-4) People adopting these styles tend to appreciate similarity & stability 1. Opportunist Treats the physical outside world of experience as the primary reality and concentrates on gaining control of things there. This action logic views unilateral power as the only effectual type of power and works with a very short time horizon of discretion from hours to days, grasping opportunities and fire-fighting emergencies. Views timely action as occurring when “I win”. Managerial Style • Short time horizon • Focus on concrete things • Often good in emergencies • Deceptive • Manipulative • Views rules as loss of freedom • Views luck as central

• Rejects critical feedback • Externalises blame • Distrustful • Stereotypes • Fragile self-control • Hostile humour

• Flouts unilateral power, sexuality • Treats “what I can get away with” as legitimate • Punishment is “eye for an eye” • Positive ethic is even trade • Timely action is seen as “I win”

Managerial Style • Committed to routines • Observes protocol • Avoids inner and outer conflict • Conforms • Works to group standard

• Seeks membership, status • Often speaks in favourite phrases, cliches, prefabricated jokes • Face-saving is essential • Loyalty to immediate group

• Feels shame if violates norm • Sin is hurting others • Punishment is disapproval • Positive ethic is being nice, cooperative • Timely action is “I’m on time”

2. The Diplomat Treats his or her own sensed performance territory of experience as what really matters and concentrates on gaining self-control in order to act effectively. To do so, he or she imitates organisational routines and the behaviour patterns of high-status group members. This action logic experiences referent power (reciprocal referent power is generated by consent of the “governed” – recognises that if you tell colleagues what to do they may resist, if you ask them, they will use their power to help you provided you reciprocate) and the current norms that such power generates most strongly. Views timely action in terms of when “I am on time for work, for meetings” and in terms of completing routine tasks.

• Conforms • Works to group standard

• Face-saving is essential • Loyalty to immediate group

• Positive ethic is being nice, cooperative • Timely action is “I’m on time”

Understanding Action Logic

3. The Expert Treats the strategic territory of experience as the primary reality and concentrates on mastering his or her cognitive grasp of one or more particular disciplines (e.g. accounting, engineering, marketing, etc.). This action logic treats logistical power (the power to reason within a given structure to create a new way of accomplishing a desired result) as the most meaningful. This action logic most happily works in a six-month to one-year time horizon to accomplish particular projects. For the expert, timely action occurs when “I” accomplish tasks as efficiently as possible. Managerial Style • Interested in problem-solving • Seeks causes • Critical of self/others based on own craft logic • Wants to stand out, be unique • Perfectionist

• Chooses efficiency over effectiveness • Dogmatic • Accepts feedback only from objective, acknowledged craft masters • Values decisions based on technical merit

• Humour takes the form of practical jokes • Sees contingencies, exceptions • Positive ethic is a sense of obligation to internally consistent moral order • Timely action is fast, efficient

4. The Achiever IntegralMENTORS Guides – [basic] Works within a one to three-year time horizon, juggling the shorter time horizons creatively, treating the interplay among planning, performing and assessing the outcomes as what is really real. The achiever concentrates on

making incremental, single-loop changes in behaviour to eventually reach the planned results. Timely action occurs when “I” successfully juggle the need for occasional immediate wins, observance of agreed-on deadlines, efficient work, and effective outcomes as judged by the market or 67 other constituency. Managerial Style • Long-term goals • Future is vivid, inspiring • Welcomes behavioural feedback • Timely action is juggling time demands to attain effective results • Feels like initiator, not pawn

Post-Conventional Action Logics

• Seeks generalisable reasons for action • Seeks mutuality, not hierarchy, in relationships • Appreciates complexity • Feels guilt if does not meet own standards

• Blind to own shadow, to the subjectivity behind objectivity • Positive ethic is practical day-today improvements based on selfchosen (but not self-created) ethical system

Understanding Action Logic

demands to attain effective results • Feels like initiator, not pawn

• Appreciates complexity • Feels guilt if does not meet own standards

chosen (but not self-created) ethical system

Post-Conventional Action Logics

5. The Individualist This is viewed as a transitional action logic between the conventional and post-conventional. The dawning awareness of post-conventional understanding may be a confusing time. The Individualist’s dark side includes troubled feelings of something unravelling or needing resolving, along with a sense of paralysis about how to move, because, at this stage we have not yet developed new principles to those of earlier stages. It is also likely to be a time of renewed freshness of each fully tasted new experience, of dramatic new insight into the uniqueness of ourself and others, of forging relationships that reach new levels of intimacy, and of perusing new interests in the world. Excitement alternates with doubt in unfamiliar ways. The individualist is engaged in a journey that reevaluates all prior life experience and action logics.

The Individualist is a bridge between two worlds. One is the pre-constituted, relatively stable and hierarchical understandings we grow into as children, as we learn how to function as members of a pre-constituted culture. The other is the emergent, relatively fluid and mutual understandings that highlight the power of responsible adults to lead their children, their subordinates and their peers in transforming change. From the point of view of conventional stage employees, Individualist managers tend to provide less certainty and firm leadership. This is in part because the individualist is aware of the layers upon layers of assumptions and interpretations at work in any situation. Managerial Style • Takes a relativistic perspective • Focuses more on both present and historical context • Often aware of conflicting emotions • Experiences time itself as a fluid, changeable medium with piercing, unique moments • Interested in own and others’ unique self-expression • Seeks independent, creative work

• Attracted by difference and change more than by similarity and stability • Less inclined to judge or evaluate • Influences by listening and finding patterns more than by advocacy • May become something of a maverick • Starts to notice own shadow (and own negative impact) • Possible decision paralysis

6. The Strategist A principle feature of the Strategist action logic is self-awareness in action. It not only intuitively recognises other © integralMENTORS action logics and itself as action logics, it also intuitively recognises all action as either facilitating or inhibiting on

• Seeks independent, creative work

• Starts to notice own shadow (and own negative impact) • Possible decision paralysis

Understanding Action Logic

6. The Strategist A principle feature of the Strategist action logic is self-awareness in action. It not only intuitively recognises other action logics and itself as action logics, it also intuitively recognises all action as either facilitating or inhibiting on going transformational change of personal, familial, corporate, or national action logics. If we are aware of ourselves in action in the present and among others who may be framing the situation based on entirely different action logics, participating in both incremental and transformational change, then the central question becomes: What action is timely now to whom?

Persons operating from the Strategist action logic truly lead, whatever their organisation rank or role. They focus their own and colleagues’ attention on whether mission, strategy, operations, and outcome are in conflict with one another and might be aligned more coherently. The Strategist will develop ways to detect disparities between A Broader mission andFramework strategy, strategy and operations, and operations and outcome so that ineffective and unethical processes can be corrected. The Strategist’s sensitivity to systemic disparities includes a keen awareness of inequities in race, ethnicity, class, gender, and development among colleagues and subordinates. This perspective is consonant with a global rather 68 than ethnocentric vision and demands that the Strategist make every effort to redress social inequities in ways that promote personal and institutional development, rather than generating Diplomat-like dependence on government aid. Characteristics of the Strategist Action Logic

• The Strategist recognises the importance of principle, contract, theory, and judgment (not just rules), customs, and expectations – for making and maintaining good decisions • High value on timely action inquiry, mutuality, and autonomy • Attentive to unique market niches, particular historical moments

• Interweaves short-term goal-orientedness with longerterm developmental process-orientedness • Aware of paradox that what one sees depends on one’s action logic • Creative at conflict resolution • Enjoys playing a variety of roles • Witty, existential humour • Aware of and tempted by the dark side of power

The ‘world’ as seen in all quadrants for each stage of development: Self-identity and Value lines in the UL quadrant through the Stages of Development [Magenta to Teal] and how

Understanding Action Logic The Alchemist The final leadership action logic for which we have data and experience is the Alchemist. Our studies of the few leaders we have identified as Alchemists suggest that what sets them apart from Strategists is their ability to renew or even reinvent themselves and their organizations in historically significant ways. Whereas the Strategist will move from one engagement to another, the Alchemist has an extraordinary capacity to deal simultaneously with many situations at multiple levels. The Alchemist can talk with both kings and commoners. He can deal with immediate priorities yet never lose sight of long-term goals. What sets Alchemists apart from Strategists is their ability to renew or even reinvent themselves and their organizations in historically significant ways. Alchemists constitute 1% of our sample, which indicates how rare it is to find them in business or anywhere else. Through an extensive search process, we found six Alchemists who were willing to participate in an up-close study of their daily actions. Though this is obviously a very small number that cannot statistically justify generalization, it’s worth noting that all six Alchemists shared certain characteristics. On a daily basis, all were engaged in multiple organizations and found time to deal with issues raised by each. However, they were not in a constant rush—nor did they devote hours on end to a single activity. Alchemists are typically charismatic and extremely aware individuals who live by high moral standards. They focus intensely on the truth. Perhaps most important, they’re able to catch unique moments in the history of their organizations, creating symbols and metaphors that speak to people’s hearts and minds. Characteristics of managers with Alchemist Action Logic We cannot describe Alchemists as "typically" doing anything. The sample is small and by definition Alchemists are highly post conventional. However some of the following might be observed about leaders at this stage. •

•

serve the development and growth, and even purification of themselves and other people. They will thus often take the role of mentor or "guru" as well as leader. seek transformation of organizations not according to conventional goals or principles but according to a higher order of behavior and being. As leaders they will be seen as visionaries - either inspired or deluded. may appear to most people as other-worldly, speaking a different language or seeing differentrealities. Thus, others may see them as inscrutable enigmas. They may be seen as overly abstract, spiritual, apparently unrealistic or even "crazy"!

• • • • • •

either attract others or intimidate and alienate them given their unselfconsciousness, personal inner strength, vision and charisma. are aware of, bemused and saddened by the inevitability of paradox in human affairs, yet address contradictions and complexity wholeheartedly. can have a transforming ability to draw together opposites and initiate new directions from creative tension. they can often turn around a hopeless situation by the strength of their insight and personal courage (which may indeed seem magical!) they will have multiple and diverse responsibilities which will spread well beyond the confines of one organization. © integralMENTORS

Self/Values Stages of Development

Alchemist Â© integralMENTORS

Growth and Development

Â© integralMENTORS

Growth in all Quadrants

Â© integralMENTORS

Blank

Stratified Leaders Roles, Approach & Methods

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Stratified Leaders and Quadrants Favoured Opportunist

Individualist/Pluralist

Expert

Diplomat

Strategist

Achiever

Alchemist

ÂŠ integralMENTORS

Tetra-Meshing the Developmental Journey

Â© integralMENTORS

Nine Intelligences 9 Multiple Intelligences - Howard Gardner

Inter-personal Existential

Spatial

Linguistic

Intra-personal

Logic

Naturalist

Musical Kinesthetic

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Understanding Types 9 Enneagram types

MBRI types

Â© integralMENTORS

Understanding States Subtle

Casual

GROWING UP Structure-Stage

Gross

Non-Dual

Witness

CLEANING UP

State-Stage WAKING UP

Â© integralMENTORS

Evolution of Participation

Â© integralMENTORS

Learning Cycle

Â© integralMENTORS

Integral Governance Development is Envelopment AQAL MATRIX and Political Scales

Major: 1. internal/external (nature/nurture); also largely Left/Right 2. individual/collective (individual/social holons) 3. transformation/translation (progressive/conservative, Eros/ Agape) 4. altitude/levels (levels/lines) Minor: 5. lines (esp. walk and talk) 6. agency/communion (autonomy/relationship) 7. progression/regression (upward/downward transformation) 8. stages/stations (developmental levels informing UL adult lifeworld) 9. regulator (governing system)

Ken Wilber: Politics, part 3â&#x20AC;&#x201D;being an excerpt from the forthcoming trilogy, The Many Faces of Terrorism 2007

ÂŠ integralMENTORS

Centre of Gravity

Altitude

Individual - Centre of Gravity

Magenta

ÂŠ integralMENTORS

Centre of Gravity

Altitude

Individual - Centre of Gravity

Amber Red

Exit Stable Entry

Magenta

Â© integralMENTORS

Centre of Gravity

Altitude

Individual - Centre of Gravity

Turquoise Teal Green Orange Amber Red

Exit Stable Entry

Magenta

Â© integralMENTORS

Centre of Gravity

Altitude

Individual - Centre of Gravity

Socio-cultural Dominant Mode of Discourse [Orange]

Turquoise Teal Green Orange Amber Red

Exit Stable Entry

Magenta

Â© integralMENTORS

Centre of Gravity

Â© integralMENTORS

Centre of Gravity

Â© integralMENTORS

Dominant Mode of Discourse Socio-cultural Dominant Mode of Discourse [Orange]

Turquoise Teal Green Orange Amber Red Magenta

Â© integralMENTORS

Dominant Mode of Discourse Socio-cultural Dominant Mode of Discourse [Orange]

Turquoise Teal Green Orange Amber Red Magenta

Â© integralMENTORS

Dynamic Conceptual Scaffolding

integralMENTORS Guides - [Advanced]

DYNAMIC CONCEPTUAL SCAFFOLDING – PT 1 [Working Series 020] Advanced

(DCS) [working with Structure-Stages]

There will be more issues in transcending and including from any given Stage if there is no reasonable view or ‘level’ of competence at that lower Stage. Anyone who transverses a Stage too superficially will have more problems at higher Stages – usually shadow effects or dissociation. Without a significant degree of translation at each developmental Stage [the process is similar to forced growth in plant life] – the outcome of the transformation will be weak and weedy in all quadrants. Grounding in each Stage must be secure before pushing through to transcend and include to the next Stage. A close study will usually show that where ‘Mean Memes’ appear it is amongst those who have almost ‘skipped’ through a lower developmental Stage. DCS works by a) getting the translation at each Stage to a sufficient level to allow the next phase of transformation to take place from a strong base, and b) developing specific programs for individuals or small coherent groups that allow for both this translation and then the necessary transformation if appropriate. a) above is easier than b) and they both have to take place as AQAL ‘interventions’ – for no matter how designed, these will always be interventions until the process has taken sufficient hold for those involved to self-organise their own process. There needs to be sufficient of a healthy translation at each Stage before a move is made to transformation – to be certain to include those ‘good’ parts of the existing Stage and not just some half-baked idea of the negative aspects that are to be transcended. In any DCS design there is always an attempt to cover all quadrants. It is of little use spending most time working in the ULQ if there is notInformed support in the (volume other 1): three If integralMENTORS this tetra-meshing Source - Guides for Integrally Practitioners Basicquadrants. Paul van Schaik 2016 does not happen in a serious way © integralMENTORS

own process.

Dynamic Conceptual Scaffolding

There needs to be sufficient of a healthy translation at each Stage before a move is made to transformation – to be certain to include those ‘good’ parts of the existing Stage and not just some half-baked idea of the negative aspects that are to be transcended. In any DCS design there is always an attempt to cover all quadrants. It is of little use spending most time working in the ULQ if there is not support in the other three quadrants. If this tetra-meshing does not happen in a serious way we end up with a narcissistic self-absorbed individual, no matter what Stage they are at [1st or 2nd tier] – with a mistaken view that the path and methods they have used to overcome their own issues, including shadow, are the best or the same for everybody.

DCS is an attempt to determine what support is needed at what level for individuals or groups to let them handle the new level of complexity at a higher Stage of consciousness. A system that provides support to individual or group development – whether translational or transformational. The bits we can do at anytime are supported by this Scaffolding so that the usually difficult process of change/learning (cf Max Singer) is held and supported during the process. Category level 3 complexity – represented by throwing a ball back and forth (boss and worker – Robert Kegan) is supported when development programs require a Category level 4 complexity – represented by the juggling of many balls. The Dynamic 20

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Dynamic Conceptual Scaffolding A Broader Framework Transformation in the Self-line of development

A quick simplistic guide to the categories transformation is pursued.

views at each level and the changes that will need to be made if

This table describes an individual’s COG or their ‘Walk’ – their ‘Talk’ [cognitive –line] may be from a higher stage and must not be confused with their actual COG. What is key for any mentor is to determine the ‘Walk’ of both the people theyFramework are working with and of themselves. [Particular in the mentors case this needs a deep understanding of A Broader their development as this type of work is based on the notion of ‘self-as-instrument] Conceptual Scaffolding will catch some and allow the individual to concentrate on a few only at each point in time – this process will still be/feel uncomfortable as Dynamic Conceptual Scaffolding will always ensure that limits are being pushed. Translation is what is usually happening when we look at most management development, mentoring, coaching programmes. It is getting better results by doing things differently. But it’s the same old bottom lines. Transformation is a completely different ball game.

The developmental matrix and the process of support (also Kegan level CL5 relationship) including the Dynamic Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ the overall conceptual framework whether represented by Wilber 5 or any other such system. This is because we can only work with maps that we ourselves create. The Processes of Dynamic Conceptual Scaffolding Part- 1Guides – TRANSLATION [movement surface structure] Source for Integrally Informed Practitioners of (volume 1): Basic Paul van Schaik integralMENTORS 2016

Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ the overall conceptual framework whether represented by Wilber 5 or any other such system. This is because we can only work with maps that we ourselves create.

Dynamic Conceptual Scaffolding

The Processes of Dynamic Conceptual Scaffolding Part 1 – TRANSLATION [movement of surface structure]

The first step is probably to determine what support, if any, is needed to help an individual translate at their present Stage, to relatively healthy version of that same Stage. If their present Stage is not sufficiently ‘healthy’ a program is developed to assist – this program could be interventions in any or all of the quadrants. It could be advice to seek help from other professionals - for example: a psychotherapist for ULQ, [there would be a different type of practitioner for each Stage of development] a dietician for URQ, Cultural groups {again Stage specific] for LLQ and System advisors for LRQ [the latter two to help individuals adjust to different types of Orange groups [worldviews] and system thinking etc.. These interventions are about making individuals [or small groups] more healthy at the Stage they already inhabit. And there are many different interventions that can be suggested – these will always depend on the current condition and context of those involved. This is usually not a quick-fix, but a long term commitment to ‘improvement’. Many interventions may never go beyond this translatitive process - where more and more depth is included but no transformation is looked for – this is unusual as in the longrun many people do seek more, even if they plateau at present Stage for long periods. If there is no perceived need to change – ‘why make the effort’ is the thought often expressed.

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Dynamic Conceptual Scaffolding

integralMENTORS Guides - [Advanced]

[Note for facilitator or mentor: As shown in the graphics – no change can realistically be expected if the mentor is not ‘walking the talk’ or ‘leading by example’. The person or group will give up or change mentors if they feel there is a disconnect between what the mentor says and how he/she behaves.] DO NOT rush this first step. It is probably the most important help one can give in many international development situations. If rushed many issues that are important to connect with and master at this Stage my be badly transferred to the next structure-Stage. The process of ‘transcend and include’ is damaged or poorly integrated – this then often means that past Stages are demonised {the ‘mean meme’ syndrome] and also means that future Stages are more problematic. [dissociation and shadows]. Therefore, in the translation component of DCS the individual is considered from each quadrant and the help given will be dependent on the ‘relative health of each’ and an intervention planned over time to support actions as appropriate in each or all quadrants. [Graphics show the support for this translatitive process] Part 2 – TRANSFORMATION [movement of deep structure] – [transcend and include]

Paul van Schaik integralMENTORS 2016

Therefore, in the translation component of DCS the individual is considered from each quadrant and the help given will be dependent on the ‘relative health of each’ and an intervention planned over time to support actions as appropriate in each or all quadrants. [Graphics show the support for this translatitive process]

Dynamic Conceptual Scaffolding

Part 2 – TRANSFORMATION [movement of deep structure] – [transcend and include]

What do we mean by movement of deep structure – to quote “…we can say that at each point in evolution or development, a mode of self becomes merely a component of a higherorder self. “This can be put in several different ways, each of which tells us something important about development, evolution and transcendence: 1) what is identification becomes detachment [or non-attachment]; 2) what is context becomes content (that is, the context of cognition and experience of one level becomes simply a content of the cognition and experience of the next); 3) what is ground becomes figure (which releases higher-order ground); 4) what is subjective becomes objective (until both terms become meaningless); and 5) what is condition becomes element (e.g., the mind, which is a priori condition of egoic experience, becomes merely an element of experience in the subtle.) “Each of those points is, in effect, a definition of transcendence. Yet each is also a definition of a stage of development. It follows that the two are essentially identical, and that evolution, as has been said, is actually “self-realisation” through self-transcendence. “ The graphics illustrate how once translation is complete to a sufficient level [shown in the graphics by the 4Q in the ULQ] support to an individual’s transformational process is provided from each quadrant but only from the processes designed from one Stage above. This support, as far as is possible, covers all quadrants and is NOT limited to the ULQ of personal inner change – working in ULQ only this is never sufficient to produce real change that actually shifts the COG – it is through tetra-meshed interventions that the ‘talk’ in time becomes the ‘walk’ and we get real movement in the deep structure. © integralMENTORS There are so many instances where the change has only occurred in the cognitive line of development and the COG

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Dynamic Conceptual Scaffolding

integralMENTORS Guides - [Advanced] Dynamic Conceptual Scaffolding

A system that provides support to individual or group development – whether translational or transformational. The ‘bits’ we can do at anytime are supported by this ‘scaffolding’ so that the usually difficult process of change/learning (cf Max Singer) is held and supported during the process. Category level 3 complexity – represented by throwing a ball back and forth (boss and worker – Robert Kegan) is supported when development programmes require a Category level 4 complexity – represented by the juggling of many balls. The Dynamic Conceptual Scaffolding will catch some and allow the individual to concentrate on a few only at each point in time – change will still be/feel uncomfortable as Dynamic Conceptual Scaffolding will always ensure that the limits are being pushed. Translation is what is usually happening when we look at most management development, mentoring, coaching programmes. It ‘s achieving better results by doing things differently. But it’s the same old bottom lines. Transformation is a completely different ball game. The developmental matrix and the process of support (also Kegan level CL5 relationship) including the Dynamic Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ (the overall conceptual framework) whether represented by Wilber 5 or any other such system. We can only work with maps that we ourselves create. [Excerpt - integralMENTORS Dynamic Conceptual Scaffolding [Working Series 020] Advanced]

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ (the overall conceptual framework) whether represented by Wilber 5 or any other such system.

Dynamic Conceptual Scaffolding

We can only work with maps that we ourselves create.

[Excerpt - integralMENTORS Dynamic Conceptual Scaffolding [Working Series 020] Advanced]

Current Interventions being tested or considered at the moment URQ Fast Diet – health mental and physical [tested – in operation] Fast Exercise - health mental and physical [testing – in operation] Various types of physical therapy – [use of external professionals] Various types of nutrition therapy – [use of external professionals] ULQ Fast Meditation – health spiritual [mental and physical] [we are data gathering] Various types of psychological therapy – [use of external professionals] – see separate sheet. Various types of spiritual therapy – [use of external professionals] – there are so many of these available - various meditation types, Big Mind in various forms etc. Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Dynamic Conceptual Scaffolding

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Â© integralMENTORS

A Broader Framework

Stages in Communication - Amber STAGES IN COMMUNICATION Amber - mythic, ethnocentric, traditional " Obedience to the rule of Order.”

Key Words: stewardship; Single secular or religious framework; "conformist". Amber will Sacrifice self for reward later. Amber will align to the one truth [which ever one that may be. Amber ‘world’ has meaning, direction, and purpose, with outcomes determined by an all powerful Other or Order. Amber’s duty is to protect borders, homelands, hearth, preserve way of life, defend "holy" cause. Amber’s time horizon: past and present (today)

Self found in - Earth as Garden of Eden; - Puritan ethos; - Boy and Girl Scouts; - Environmental legislation and protection agencies; - Endangered species regulations.

How or Whom to communicate through/with - Rightful, proper kind of authority; - A higher position in the One True Way; - Down chain of command;

- According to rules; - Person with position, power, and rank; - In compliance with tradition and precedent.

Underlying Source - Guides Values for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

What's Amber values or finds Important - Maintain order and follow the law (divine law or state laws); - Keep harmony and stability; - Manage Nature for future bounty; - Follow higher authority and rules to avoid punishment.

- Rightful, proper kind of authority; - A higher position in the One True Way; - Down chain of command;

- According to rules; - Person with position, power, and rank; - In compliance with tradition and precedent.

Stages in Communication - Amber

Underlying Values - Life has meaning, direction, and purpose, with outcomes determined by an all powerful Other or Order. - This righteous Order enforces a code of conduct based on absolutist and unvarying principles of right and wrong. - Violating the code or rules has severe, perhaps everlasting repercussions. - Following the code yields rewards for the faithful. Basis of ancient nations. - Rigid social hierarchies; - Paternalistic; - One right way and only one right way to think about everything. - Law and order; - Impulsivity controlled through guilt; - Concrete-literal and fundamentalist belief; - Obedience to the rule of Order. What’s important - Sacrificing self for a transcendent Cause, (secular or religious) Truth, mission, future reward; laws, regulations, and rules; - Discipline, character, duty, honour, justice, and moral fibre; - Righteous living; controlling impulsivity through guilt; - Following absolutistic principles of right and wrong, black and white; - Being faithful, maintaining order and harmony; - One right way to think/do; - Convention, conformity. Self-Identity - Emergence of capacity to see and respond to what others want; - Self-identity defined by relationship to group, whose values impart strong sense of “shoulds” and “oughts”; Values that differ from one’s own are denigrated or avoided; Conform to norms of whatever group they want to belong to (including Guides gangs and peer-groups); - Avoid inner and outer conflict; - Think in simple terms and speak in IntegralMENTORS – [basic] generalities and platitudes; - Attend to social welfare of own group; Don’t - Put down profit or entrepreneurship; - Talk about collectivization; - Challenge compulsive 45drives; - Deny rewards for good performance; - Force sameness; - Trap with rules and procedures; - Seem inflexible or ordinary; - Treat as one of the herd.

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Do - Appeal to competitive advantage and leverage; Draw upon success, progress, and status motivations; inspire to face the challenge; - Call for bigger, better, newer, faster, more popular; - Cite experts; use scientific data, calculated risks, proven experience; Show increased profit, productivity, quality, results; Demonstrate as best option, strategy; - Show as way to pre-empt government intervention.

Show increased profit, productivity, quality, results; Demonstrate as best option, strategy; - Show as way to pre-empt government intervention.

- Trap with rules and procedures; ordinary; - Treat as one of the herd.

- Seem inflexible or

Stages in Communication - Amber

Healthy manifestation Entrepreneurialism, ambition. Desire to improve, to be best. Attitude of thrive and help thrive. Expand economic cake. Produce the middle class.

Unhealthy manifestation Crass materialism, dishonest government and business, shady dealing. Contamination of the environment for profit. Destructive, competitive, gamesmanship.

Consultants Depending of activities required use consultants with a COG of Orange. Green is often seen as being too ‘touchfeely’. Green could be OK where consultant is very pragmatic. Teal + can work if the consultant a) has extensive experience in developing countries, and b) has been well briefed about the surface levels enactment of there deep level developments. Training/Coaching/Mentoring - Developing future sense with possibilities of multiple outcomes - Trial-and-error experiments to achieve anticipated outcomes - Opportunities to analyse and improve - particularly via technology - Complete self-motivation to achieve the desired future outcome(s)

The "teacher" is now a resource to be used. Management & Organisational Methods Achievement motivation; Management by objective, NLP training, Maintenance & motivational, Factors “X” & “Y”, Orientation, Strategic planning; Situational management; Managerial grid.

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Stages in Communication - Orange STAGES IN COMMUNICATION

Orange - rational, world-centric, pragmatic, modern. Key Words: Manage, use, and exploit society for profit and play; "individualist. Orange is success-driven searching for best answer and ways to advance Goal-orientated planning and strategies to do better. Economic focus is on competition. Orange believes in the laws of science rule politics, the economy, and human events. Orange to advance economic spheres of influence or access to raw materials and markets. Orange needs success, to making things better, progress, prosperity, status, and glitz. Orangeâ&#x20AC;&#x2122;s time horizon: Months

Self found in - Natural Capitalism; - Conservationism; - The science of ecology; - Urban planning; - Utilitarian perspectives; - Environmental psychology; - Industrial agriculture.

How or Whom to communicate through/with - One's own right-thinking mind; - Successful mentors and models; - Credible professionals;

- Sources which are advantageous to the self-image, result from one's own observations, or are based upon experience.

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

ÂŠ integralMENTORS

What's Orange values or finds Important - Progress, prosperity; Independence; - Financial success and the "good life"; - Science, technology, universal" rights, invisible economic hand; - Improve life through competition.

- Science, technology, universal" rights, invisible economic hand; - Improve life through competition.

science of ecology; - Urban planning; - Utilitarian perspectives; - Environmental psychology; - Industrial agriculture.

How or Whom to communicate through/with - One's own right-thinking mind; - Successful mentors and models; - Credible professionals;

- Sources which are advantageous to the self-image, result from one's own observations, or are based upon experience.

Stages in Communication - Orange

Underlying Values - At this wave, the self escapes from the herd mentality of amber, and seeks truth and meaning in individualistic terms — hypo-theotico-deductive, experimental, objective, mechanistic, operational — scientific in the typical sense. - Highly achievement oriented, especially toward materialistic gains. - The world is a chess-board on which games are played as winners gain pre-eminence and perks over losers. - Marketplace alliances; - manipulate earth’s resources for one’s strategic gains. - Basis of corporate states. What’s important - Progress, prosperity, optimism, and self-reliance; - strategy, risk-taking, and competitiveness; goals, leverage, professional development, and mastery; - rationality, objectivism, demonstrated results, technology, and the power of science; - use of the earth’s resources to spread the abundant ‘good life’; - advance by learning nature’s secrets and seeking the best solutions.

Self-Identity - Primary elements of adult ‘conscience’ are present, including long-term goals, ability for self-criticism, and a deeper sense of responsibility. - Interested in causes, reasons, consequences, and the effective use of time; future-oriented and proactive; - initiator rather than pawn of system; - blind to subjectivity behind objectivity; feel guilt when not meeting own standards or goals; - behavioural feedback accepted.

Stages in Communication - Orange

IntegralMENTORS Guides – [basic]

Don’t - Put down profit or entrepreneurship; - Talk about collectivization; - Challenge compulsive drives; - Deny rewards for good performance; - Force sameness; - Trap with rules and procedures; - Seem inflexible or ordinary; - Treat as one of the herd. Unhealthy manifestation Crass materialism, dishonest government and business, shady dealing. Contamination of the environment for profit. Destructive, competitive, gamesmanship.

Management & Organisational Methods Achievement motivation; Management by objective, NLP training, Maintenance & motivational, Factors “X” & “Y”, Orientation, Strategic planning; Situational management; Managerial grid.

The "teacher" is now a resource to be used.

A Broader Framework

Stages in Communication - Green STAGES IN COMMUNICATION

Green - pluralistic, multicultural, postmodern Key Words: Equality; Protect societies for humanity & for their intrinsic nature no matter what their values; "Communalist". Green Sacrifice self to get acceptance now. Green ‘world’ is strongly egalitarian, anti-hierarchy, pluralistic values, social construction of reality, diversity, multiculturalism, relativistic value systems; this worldview is often called pluralistic relativism. Green Reaches decisions through reconciliation and consensus (downside interminable processing and incapacity to reach decisions). Green’s Time horizon: 1 to 10+ years What's Green values or finds Important

- Liberate all humans and life from greed and domination; - Protect the global commons; - Promote community and unity; - Share resources; - Connect with Spirit; Consensus; - Social responsibility; - Political correctness.

Aspects of Self may be found in - Environmental Justice; - Green politics; - Social construction of nature; - Corporate citizenship Social - Ecology; - Animal rights.

- Consensual, communitarian norms; enlightened colleague; - The outcome of sharing and participation; The result of self-growth;

- Observation of events; The here and now; - Appeals to affect/ feelings/ emotions.

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

How or Whom to communicate through/through

colleague; - The outcome of sharing and participation; The result of self-growth;

- Appeals to affect/ feelings/ emotions.

Stages in Communication - Green

Underlying Values - Communitarian, human bonding, ecological sensitivity, networking. - The human spirit must be freed from greed, dogma, and divisiveness; - feelings and caring supersede cold rationality; - Cherishing of the earth, Gaia, life; - Against hierarchy; - Establishes lateral bonding and linking. - Permeable self, relational self, group intermeshing; - Emphasis on dialogue, relationships; - Basis of values communes (i.e., freely chosen affiliations based on shared sentiments). - Refresh spirituality, bring harmony, enrich human potential. What’s important - Sensitivity to others and the environment; - feelings and caring (in response to the rationality of Orange); - harmony and equality; - reconciliation, consensus, dialogue, participation, relationships, and networking; human development, bonding and spirituality; - diversity and multiculturalism; - relativism and pluralism; - freeing the human spirit from greed, dogma, and divisiveness; - distributing the earth’s resources and opportunities equally among all. Systematic problem solving; - Begins to seek and value feedback. Self-Identity - Makes decisions based upon their own view of reality; - Aware that interpreting reality always depends on the position of the observer; - More tolerant of oneself and others due to awareness of life’s complexity and individual differences; - Questions old identities; - More interested in personal accomplishments independent of socially sanctioned rewards; - Increased understanding of complexity, systemic connections, and unintended effects of actions; - Begins to question own assumptions and those of others; - Talks of interpretations rather than truth.

Stages in Communication - Green

IntegralMENTORS Guides – [basic]

Do - Create a sense of belonging, sharing, harmony; Show sensitivity to human issues, Nature, and others; Call for an expansion of awareness, self understanding, and liberation of the oppressed; - Use symbols of equity, humanity, and bonding; - Use gentle language and Nature imagery; - Build trust, openness, exploration for growth; - Present real people and authentic emotional displays; - Encourage participation, sharing, consensus, teamwork, community involvement.

Don’t - Assault the group's goals and ideals; - Try to get centralized control; - Reject the collective for individual accountability; - Deny affect and feelings; - Degrade quality of life or environment; - Rely on "hard facts" and exclude people factors; - Act elitist.

Healthy manifestation Beyond materialism and dogma. Focuses on warm interpersonal relations. Promotes affiliation and personal growth. Supports consensus and community. Softens edges in conflict. Genuine concern for others.

Unhealthy manifestation Naïve egalitarianism within moral crusades. Compassion becomes patronising contempt. Romanticises the underprivileged. Develops a narrow view of human diversity. Demands piety, harmony and understanding above all else.

Consultants Depending on activities required use consultants with a COG of Teal as Green is likely to be underwhelmed and overwhelmed by Orange - seen as too ‘rational’. Green could be OK where consultant is very pragmatic. Teal + can work if the consultant a) has extensive experience in developing countries, and b) has been well briefed about the surf ace levels enactment of there deep level developments..

The "teacher's" job is to facilitate the development of the group and individuals within the group. Managing & Organising Methods Sensitivity Training Corporate Cultures ‘Z’ Orientation Quality Circles Wellness Programs.

Training/Coaching/Mentoring - Bigger picture thinking and emotional responsiveness - What is important can be subject to consensus - Learning from peers/group learning - Personal development/development of self, within the group

A Broader Framework

Stages in Communication - Teal STAGES IN COMMUNICATION

Teal - global mind, early vision-logic, higher mind Key Words: Flexibility, spontaneity, and functionality have the highest priority. Teal express self with concern for, and not at the expense of, other. Teal ‘world’ is a chaotic organism where change is the norm and uncertainty an acceptable state of being. Teal has recognition of overlapping dynamic systems and natural hierarchies in any context. Teal’s time horizon: Life time (own history)

What's Teal values or finds Important Qualities and responsibilities of being. Basic theme: Live fully and responsibly as what you are and learn to become.

Self found in Leads in reframing, reinterpreting situation so that decisions support overall principle, strategy, integrity, and foresight.

Underlying Values

- The prevailing world order is the result of the existence of different levels of reality and the inevitable patterns of movement up and down the dynamic developmental stages. - Good governance facilitates the emergence of entities through the levels of increasing complexity (nested hierarchy).

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

- Life is a kaleidoscope of natural hierarchies [holarchies], systems, and forms. - Flexibility, spontaneity, and functionality have the highest priority. - Differences and pluralities can be integrated into interdependent, natural flows. - Egalitarianism is complemented with natural degrees of excellence where appropriate. - Knowledge and competency should supersede rank, power, status, or group.

- Differences and pluralities can be integrated into interdependent, natural flows. - Egalitarianism is complemented with natural degrees of excellence where appropriate. - Knowledge and competency should supersede rank, power, status, or group.

developmental stages. - Good governance facilitates the emergence of entities through the levels of increasing complexity (nested hierarchy).

Stages in Communication - Teal

What’s important The magnificence of existence (over material possessions); flexibility, spontaneity, and functionality; knowledge and competency (over rank, power, status); the integration of differences into interdependent, natural flows; complementing egalitarianism with natural degrees of ranking and excellence; recognition of overlapping dynamic systems and natural hierarchies in any context. Self-Identity Comprehends multiple interconnected systems of relationships and processes; able to deal with conflicting needs and duties in constantly shifting contexts; recognizes the need for autonomy while parts of a system are interdependent; recognizes higher principles, social construction of reality, complexity and interrelationships; problem finding not just creative problem solving; aware of paradox and contradiction in system and self; sensitive to unique market niches, historical moment, larger social movements; creates ‘positive-sum’ games; aware of own power (and perhaps tempted by it); seeks feedback from others and environment as vital for growth and making sense of world. Unhealthy manifestation

Healthy manifestation Big-picture view of life systems. Values what is natural – less can mean more. Focuses on competency, responsibility, and freedom of choice. Rejects status, conformity, authoritarian structures. Information and knowledge-based decision making. Capable of fearless, creative problem solving.

Often drops out, stays on side-lines or “does own thing” regardless. Shows little passion for others. Absorbed in self-interest. Pursues a variety of interests based on selfmotivation. Often “lets things be” to excess.

A Broader Framework

Stages in Meaning of Space & Boundaries STAGES - Meanings of Space & Boundaries

Guide for projects working with physical settlement and infrastructure in diverse communities.

These are very general and should be augmented with local context of the surface structures in play within each culture or community. Meanings Of Space & Boundaries:

Urban Manifestations:

Magenta

Sacred and special ground defined by the events and happenings of the past important to the group. Marked by symbols, defined by traditions, limited by visual and walking distances, natural physical features are revered as are the old country and home ways and seasonal activities

Deeply spiritual places with strong historical, custom and traditional links to the past and rites of passage as individuals, families, tribes, communities, nationalities – hills, rivers, sites and areas of special events, cemeteries – visited, respected, tended with high regard, mysticism, and spirituality.

Red

Areas of conquest over which the victor reigns, controls and leaves a personal mark. Strongly defined and defended boundaries outside which danger and enemies exist and threaten the gained spoils

Amber

Land and space is precisely and carefully surveyed, documented, assigned and allocated, boundaries are marked permanently obeyed and protected for the stability and future of the group through treaties and compacts for all to enjoy. The use of land is determined and justified by a future purpose and goal.

Well established and carefully maintained areas and spaces for all aspects of living carefully identified, controlled and marked (land use zoning & cadastral maps) to ensure the uses are established for the benefit of the group – homes, schools, churches, police stations, social institutions, hi-tech, research, scientific, technological uses

Areas of property which can be used to realise the benefits High status areas of living and working which have resulted of calculated risk taking – from which individual wealth, from successful wealth creation, prosperous displays of material gain and status can be extracted to be displayed affluence and image – buildings and property developments Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016 and shown for all to see and made aware of economic which are designed and built to make financially successful

Orange

Stage

A Broader Framework are the old country and home ways and seasonal activities

visited, respected, tended with high regard, mysticism, and spirituality.

Stages in Meaning of Space & Boundaries Red

Areas of conquest over which the victor reigns, controls and leaves a personal mark. Strongly defined and defended boundaries outside of which danger&and enemies STAGES - Meanings Space Boundaries exist and threaten the gained spoils

Defined and protected personal areas – private homes, factories, sports grounds, gang turf, individual and group property which is defined, used, defended and protected by powerful physical and visible means and signs – illegal land invasions, primary industries. Guide for projects working with physical settlement and infrastructure in Land and space is precisely and carefully surveyed, Well established and carefully maintained areas and spaces Amber diverse communities. documented, assigned and allocated, boundaries are for all aspects of living carefully identified, controlled and marked permanently obeyed and protected for the stability marked (land use zoning & cadastral maps) to ensure the These are very general and should be augmented with local context of the surface structures in play within each and future of the group through treaties and compacts for uses are established for the benefit of the group – homes, culture or community. all to enjoy. The use of land is determined and justified by a schools, churches, police stations, social institutions, hi-tech, Stage Meanings Ofand Space Urban Manifestations: future purpose goal. & Boundaries: research, scientific, technological uses

Magenta Orange

Sacredofand special ground defined the events and Areas property which can be used tobyrealise the benefits happenings of the past important to the group. Marked by of calculated risk taking – from which individual wealth, symbols, gain defined by traditions, limited by visual and material and status can be extracted to be displayed walking distances, features areofrevered as and shown for allnatural to see physical and made aware economic are the old country and home ways and seasonal activities influence and achievement.

Green

Communally shared open areas used for mutual social development, sharing and the growth, and Areas of conquest over which victor boundaries reigns, controls divisions are scorned as artificial keepingdefined people and apart and leaves a personal mark. and Strongly as the whole community must share and have equal access defended boundaries outside which danger and enemies to land space the for the common exist andand threaten gained spoilsgood of the everyone in the group. No one person nor group can be dominant.

Red

Teal Amber

to access,and ownership andpersonal use as everyone be homes, able to Defined protected areas – must private live in harmony with each other the environment factories, sports grounds, gang turf, and individual and group without restraints and restrictions, strong focus on the property which is defined, used, defended and protected by redistribution and sharing of any material gains and spoils powerful physical and visible means and signs – illegal land for the sustainable benefit of all. invasions, primary industries. The systemic integration of the areas different spatial Well balanced established and carefully maintained and spaces needs and requirements to provide a dynamic chaordic, for all aspects of living carefully identified, controlled and diverse spatial environment of nodes an networks which marked (land use zoning & cadastral maps) to ensure the grows, and develops to meet all group needs– without uses areadapts established for the benefit of the homes, threatening its ownpolice sustainability and ability to change and schools, churches, stations, social institutions, hi-tech, adapt – changing urban areas of growth and regrowth as research, scientific, technological uses individual and group needs and requirements flex and flow High areastoofbe living and working which resulted with astatus freedom – balanced, flexible andhave appropriate from successful wealth creation, prosperous displays of mixed uses. affluence and image – buildings and property developments which are designed and built to make financially successful

Orange

Different space and mustsurveyed, be provided for, Land and needs space isforprecisely and land carefully integrated and legitimised to minimise andareprevent documented, assigned and allocated, boundaries boundary conflicts, spatial disputes and land which marked permanently obeyed and protected for abuse the stability will be harmful to thethrough overalltreaties balanceandofcompacts the systems; and future of the group for conflict overThespace the different systemsby is all to enjoy. use of between land is determined and justified a recognised as inherent and inevitable, striving for future purpose and goal. constructive diversity to blend all aspects of the community Areas which –especially can be usedthe to realise the benefits and itsof property spatial needs best parts into a of calculated risk taking – from which individual wealth, synergistic whole. material gain and status can be extracted to be displayed and shown for all to see and made aware of economic

Deeplystatus spiritual with historical, custom and High areasplaces of living andstrong working which have resulted traditional links to the past and rites of passage from successful wealth creation, prosperous displays as of individuals, tribes, communities, affluence andfamilies, image – buildings and property nationalities developments– hills, rivers, sites andand areas events, cemeteries which are designed builtoftospecial make financially successful– visited, respected, tended with high regard, mysticism, and statements with appearance more important than substance. spirituality. Open areas, rural and natural land and space with no limits

Stages in Development

IntegralMENTORS Guides – [basic]

Centre of Gravity

Walk and Talk

Common Mode of Discourse [CMD]

The ‘Walk’ and the ‘Talk’

In all societies people will be operation from a number of development stages or levels – the majority at a particular community or society would define the common mode of discourse – that is the worldview, culture, language etc. that would be heard. But there would also certainly be a leading edge at a higher stage and a trailing tail at a lower stage of development.

COG and CMD the reason that people very often talk about their ideas from a higher stage than that from which they behave. ………

Centre of Gravity [COG]

Equally individuals has a centre of gravity of all their different lines or streams. Here again there would also certainly be a leading edge usually the cognitive line and a trailing tail often the moral line. While the ego/self, values lines development tend to define the COG

Manifestation:

All these Stages are the deep structure and have been studied by looking at each of individual subjective lines of development. The way that these deep structure Stages appear as surface structure in each culture or society can be very different. It is therefore important not to provide identical responses to all, but to tailor each activity to the actual manifestation of these Stages in each society.

The depth, complexity, and scope of what people notice can expand throughout life. Yet no matter how evolved we become, our knowledge and understanding is always partial and incomplete.

Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

Development occurs through the interplay between person and environment, not just by one or the other. It is a potential and can be encouraged and facilitated by appropriate support and challenge.

leading edge usually the cognitive line and a trailing tail often the moral line. While the ego/self, values lines development tend to define the COG

all, but to tailor each activity to the actual manifestation of these Stages in each society.

Stages in Development

Development occurs through the interplay between person and environment, not just by one or the other. It is a potential and can be encouraged and facilitated by appropriate support and challenge. The depth, complexity, and scope of what people notice can expand throughout life. Yet no matter how evolved we become, our knowledge and understanding is always partial and incomplete. As development unfolds, autonomy, freedom, tolerance for difference and ambiguity, as well as flexibility, reflection and skill in interacting with the environment increase, while defenses decrease. Overall, worldviews evolve from simple to complex, from static to dynamic, and from egocentric to sociocentric to world-centric. Each later stage in the sequence is more differentiated, integrated, flexible and capable of functioning optimally in a world that is rapidly changing and becoming more complicated. People's stage of development influences what they notice or can become aware of, and therefore what they can describe, articulate, influence, and change. The main reason that learning is as slow as it is, is that learning means giving up ideas, habits, and values. Some of the old “learning” that has to be given up or “unlearned” was useful in the past, and is still useful to some of the people in the society. Some of the things that people have to unlearn are traditions that are dear to people, and that may be part of their personal character development. Some of what needs to be forgotten are ways of living that still have important values to people.

Stratified Documentation

Duality

Influences on Individuals

Spiral Learning & Education Magenta

• • • • •

Through imitation and repetition Animistic analogies - fairy-tales, cartoons and animal metaphors Chants, dances, rhythm music, rituals Practical kinesthetics Learning what the Tribe learns is a major driver

2-8 years

Magenta

The relationship with the “teacher” is critical - that person must be a mystical, shamanistic figure

Exit Magenta Red

Enter Red

Learning by modelling is still important - but satisfaction of the embryonic ego will also influence what is learned • • • •

Instant results - pain or punishment No threats - only promises of certain outcomes Hands-on action learning - the opportunity to experience it for themselves What is learned needs to be immediately relevant to the circumstances the individual perceives him/herself to be in

9-12 years

Red

Respect for the “teacher” as a hero figure is important - but the teacher must also show respect back to the blossoming egos

Exit Red

Amber

What pleases (or is immediately relevant) is still central but there is also some desire now to know what the procedures for learning are - and that leads to WHAT should be learned • • •

Acceptance of Truth from the Higher Authority Prescriptive teaching/learning - following set procedures Right/wrong feedback - testing on the learning

Enter Amber 13-17 years

Amber

The work set will be done because it is “the correct thing to do” - but don’t expect imagination in the work or more than is set

Exit Amber

Self-motivation starts to emerge - though learning procedures are still necessary

Spiral Learning & Educationy Orange

• • • •

Developing future sense with possibilities of multiple outcomes Trial-and-error experiments to achieve anticipated outcomes Opportunities to analyse and improve - particularly via technology Complete self-motivation to achieve the desired future outcome(s)

18+ years

Orange

The “teacher” is now a resource to be used

Exit Orange Green

Enter Green

Broader concerns now start to emerge and there is a need to make sure everybody is getting opportunities • • • •

Bigger picture thinking and emotional responsiveness What is important can be subject to consensus Learning from peers/group learning Personal development/development of self - within the group

18+ years

Green

The “teacher’s” job is to facilitate the development of the group and individuals within the group

Enter Teal

Exit Green Teal

50+

Teal

Exit Teal

60+

Enter Turquoise

Developmental Path & Potential

ÂŠ integralMENTORS

Developmental Path & Potential

ÂŠ integralMENTORS

Developmental Path & Potential

ÂŠ integralMENTORS

Developmental Potential Philosophy

Beliefs

Attitudes

Relationships

Generative

Do for all in a way that best serves all

Organisations are consciously evolving social organisms

We are for each other and the whole

Co-operative Evoking genius Mutually nourishing

Sustainable

Do unto others as you would have them do unto you

Organisations are living systems

We are all in this together

Caring Appreciative High integrity

Compliant

Do unto others in Ideal organisation a way that is fair is a well oiled machine

You scratch my back ……

Respectful Purposeful Honest

Dysfunctional

Do it to others before they do it to you

People are the problem

I will use you

Disrespectful Dishonest Discounting

Toxic

Do others in before they do you in

Might makes right

I will defeat you

Spiritual and Emotional Intelligences @ Teal

The Worlds ‘I’ Inhabit (States) - U Theory

The Worlds ‘I’ Inhabit -

The Worlds ‘I’ Inhabit

From Sustainability to Thriveability

ÂŠ integralMENTORS

From Sustainability to Thriveability

ÂŠ integralMENTORS

From Sustainability to Thriveability

ÂŠ integralMENTORS

From Sustainability to Thriveability

ÂŠ integralMENTORS

Holon Evolution – 20 Tenets 1. Reality as a whole is not composed of things or processes, but of holons

11. The micro is in relational exchange with the macro at all levels of its depth

2. Holons display four fundamental capacities: self-preservation; self-adaptation self-transcendence; self-dissolution 3. Holons emerge

12. Evolution is directional (13.) Increasing in complexity

4. Holons emerge holarchically 5. Each emergent holon transcends but includes its predecessors(s) 6. The lower sets the possibilities of the higher; the higher sets the probabilities of the lower. 7. The number of levels of which a ‘hierarchy’ comprises determines whether it is ‘shallow’ or ‘deep’; and the number of holons on any given level we shall call its span

(14.) Increasing differentiation/integration (15.) Increasing organisation/structuration (16.) Increasing relative autonomy (17.) Increasing telos 18. The greater the depth of a holon, the greater its degree of consciousness 19. Every holon issues an IOU to the Kosmos 20. All IOUs are redeemed in emptiness

8. Each successive level of evolution produces greater depth and less span 9. Destroy any type of holon, and you will destroy all of the holons above it and none of the holons below it 10. Holarchies co-evolve

Myth of the Given Perhaps the most difficult thing for green to understand is that its values — peace, harmony, healing, transformation, sharing, feeling, embodiment — are values shared only by green. They are not values shared by magenta, red, amber, orange, teal, turquoise, indigo, or violet. If I want to transform the world, implicit in that desire is the assumption, “You are screwed up, but I know what you need.” This imposition of my values on you is a subtle violence of values. The point is that different worldspaces contain different phenomena. It is not a matter of saying which worldspace is the “real” worldspace, because any age will always feel that its view is the real view. But there is no “real” or “pregiven” world, only these various worldspaces that creatively evolve and unfold in novel ways, then settle into Kosmic habits that then must be negotiated by all subsequent humans as stages in their own unfolding and levels in their own compound individuality.

Kosmic Address There is not a pre-given material world that is apprehended equally by beings. What is apprehended depends on a being’s Kosmic address, - a “worldview location” that specifies what arises in the experience of a sentient being based on two fundamental aspects within the AQAL matrix: altitude and perspective. - Altitude refers to the level of developmental complexity of the sentient being while - Perspective refers to the particular perspective within the quadrants or zones it is taking. Intrinsic features of Kosmos are themselves not pre-given but are in part, interpretive and constructed. The “location” of a “real object” in the AQAL matrix, including its altitude (i.e., degree of development) and its perspective (i.e., the quadrant in which it resides). Kosmic address = altitude + perspective Kosmic address = (altitude + perspective)S x (altitude + perspective)O Kosmic address = (altitude + quadrant) x (altitude + quadrivium)

Quadrants and Quadrivia I possess 4 quadrants; the painting can be looked at through the 4 quadrants (which then constitute a quadrivia). Or in general: the perceiving subject has quadrants, which must be specified as part of its Kosmic address; and the perceived object, referent, or phenomenon has a quadrivium, which must be specified as part of its Kosmic address. Another way to say it—more loosely—is that because an object is being looked at through or from a particular quadrant, then the subject is looking at the object through a quadrant, and the object itself exists “in” a quadrant. In both cases, the quadrant of the perceiver and the quadrant (quadrivium) of the perceived must be specified for the Kosmic address of the referent to be known

Holon/ Sentient being

Quadrivia Quadrants

Artefact

Assessing Environmental Capacity Using the Quadrants Interior (“soft”)

Exterior (“hard”).

Personal capacities:

Technical capacities:

Capacities that allow for a greater self awareness and empowerment, capacity for moral care, capacity for mental models for understanding complex issues.

Capacities for undertaking practical work, such as for sustainable resource use and land use practices.

Interpersonal capacities:

Systemic capacities:

Capacity Development

Capacities to engage meaningful relationships, to foster new cultural trends, social norms, and social discourse.

Capacities to effect systemic change, be it societal, ecological, political, etc, such as policy dialogue, advocacy, scientific research.

Assessing Environmental Capacity Using the Quadrants