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Experiences of Presence as a Key Factor Toward Sustainability Leadership
Journal of Leadership Studies
Abstract
In the current article, we describe how individual experiences of presence may be a key factor in giving birth to the kind of leadership that enables deep sustainability. The empirical data come from two studies of the same theme: (a) an international action research project about Waking Up Moments at Work and (b) a Finnish phenomenographical study about experiences of presence. Both studies address the generative qualities of waking up or presence, suggest the value of such experiences as catalysts for inner shifts in human consciousness, and begin to explore how this may be a core component of developing leaders' potential for contributing to sustainability.
... (Sveiby and Skuthorpe, 2006.) Certain indigenous myths include the conceptions of the visible and invisible worlds and entities being brought firmly together without any dichotomy (Koskela and Goldman Schuyler, 2016;Varto and Veenkivi, 1997). Anthropologists, such as Paul Radin and Mircea Eliade, have noticed similar universal ideas of contemplative thought focused on meaning (as opposed to calculative thought and resultorientation) everywhere and at all times (Tedlock and Tedlock, 1992). ...
... Previously, there are even found many relations with nature and creativity in the new research (Williams, 2017). Some theorists in the field of sustainable innovation suggest or talk about the 'bigger picture', the holistic model that portrays the interdependencies and interconnectedness between economy, society and environment (Bopp and Bopp, 2011;Draper, 2013;Koskela and Goldman Schuyler, 2016;Seebode, 2011). The economy depends on society and the environment (although for many people, society did and still does exist without a formal economy). ...
... This interconnectedness is seen to be the important key to sustainable development. (Koskela and Goldman Schuyler, 2016;Seebode, 2011.) This task of interconnectedness is typical for evolution. ...
This article focuses on experiences of presence and their potential to increase creativity. The question posed is about whether singular experiences of presence are constituents of creativity and innovation, and if so, what we can learn from them. The material studied includes descriptions of the experiences of presence of 418 around in Finland. Certain main characteristics were found between the experiences, such as finding new perspectives, being connected, and meaningfulness. Many experiences recalled in the descriptions, and the three main themes, seem to be related to the inner shift, which is the necessary part of the new approaches of creativity introduced in this paper. Due to the interconnectedness of the founded themes of the experiences of presence and also to the more broad and multifaceted approaches of innovation, it is possible to think that the experiences of presence could be one of the key factors towards more creative, and more sustainable future.
... (Sveiby and Skuthorpe, 2006.) Certain indigenous myths include the conceptions of the visible and invisible worlds and entities being brought firmly together without any dichotomy (Koskela and Goldman Schuyler, 2016;Varto and Veenkivi, 1997). Anthropologists, such as Paul Radin and Mircea Eliade, have noticed similar universal ideas of contemplative thought focused on meaning (as opposed to calculative thought and resultorientation) everywhere and at all times (Tedlock and Tedlock, 1992). ...
... Previously, there are even found many relations with nature and creativity in the new research (Williams, 2017). Some theorists in the field of sustainable innovation suggest or talk about the 'bigger picture', the holistic model that portrays the interdependencies and interconnectedness between economy, society and environment (Bopp and Bopp, 2011;Draper, 2013;Koskela and Goldman Schuyler, 2016;Seebode, 2011). The economy depends on society and the environment (although for many people, society did and still does exist without a formal economy). ...
... This interconnectedness is seen to be the important key to sustainable development. (Koskela and Goldman Schuyler, 2016;Seebode, 2011.) This task of interconnectedness is typical for evolution. ...
This article focuses on experiences of presence and their potential to increase creativity. The question posed is about whether singular experiences of presence are constituents of creativity and innovation, and if so, what we can learn from them. The material studied includes descriptions of the experiences of presence of 418 around in Finland. Certain main characteristics were found between the experiences, such as finding new perspectives, being connected, and meaningfulness. Many experiences recalled in the descriptions, and the three main themes, seem to be related to the inner shift, which is the necessary part of the new approaches of creativity introduced in this paper. Due to the interconnectedness of the founded themes of the experiences of presence and also to the more broad and multifaceted approaches of innovation, it is possible to think that the experiences of presence could be one of the key factors towards more creative, and more sustainable future.
... The preference for natural settings is 'an expression of underlying human needs.' In addition, research suggests that nature experiences may have positive psychological effects, such as emotional well-being (Hinds & Sparks, 2008;Ulrich et al., 1991;Zelenski & Nisbet, 2012), personal development and increased selfawareness (D'Amato & Krasny, 2011;Friese et al., 1995;Heintzman, 2009;Paxton & Mcavoy, 2000), self-sufficiency, independence, and self-regulation (Bratman et al., 2012;Mayer et al., 2008), creativity and inspiration, spirituality, greater authenticity and connectedness (Frederickson & Anderson, 1999;Howell et al., 2011), increased pro-social behavior intentions (Morse, 2014;Weinstein et al., 2009), and the potential to contribute to sustainability (Koskela & Goldman Schuyler, 2016). ...
... In Theory U (Scharmer, 2007) presencing is positioned to be the culminating gesture between sensing and crystallizing, where mind, heart, and will have opened into connecting to source at the bottom of the U. Building from the second principle of expanding into multiple presencing interfaces, there is a need for EPAs that explore multiple catalysts (Koskela et al., 2016) for activating our deeper presencing nature to allow for the possibility of accessing presencing regardless of the situation we may be in the middle of. ...
This article makes a case for developing emerging presencing approaches (EPAs) that build from, grow alongside of, and in some cases depart from Theory U-based approaches to presencing. Drawing from the work of Dynamic Presencing, five principles are introduced to support new EPAs as a way of advancing the greater field of presencing research. Given the focus of Theory U as a change and knowledge-making practice, for some time there has been a need for alternative presencing approaches that explore epistemological, ontological, and teleological framings of presencing practices, as well as deeper embodied and consciousness approaches to the subject of presencing mastery. Toward these ends, this article is intended as a reference to catalyze new thinking and visioning for the field of presencing research.
... The preference for natural environments is "an expression of underlying human needs" [66]. Furthermore, research suggests that nature experiences may lead to positive psychological effects, such as emotional well-being [64,67,68], personal development and increased selfawareness [69][70][71][72][73], self-sufficiency, independence, and self-regulation [65,74,75], creativity and inspiration, spirituality, greater authenticity, and connectedness [76][77][78], increased intentions to pro-social behavior [78,79], and potential for contributing to sustainability [80]. ...
Against the backdrop of dramatically increased complexity, speed of change, great uncertainty, and lack of confidence, the call for “new leaders” has become louder. These contemporary challenges demand more than just a change in leadership competences. Scholars and practitioners have argued that a more fundamental shift in mindset is required. At the same time, leadership development is largely based on cognition-based learning to improve competences – skills and abilities (skillset) – through classroom exercises in traditional venues. This is in contrast to addressing the capacities of leaders – their inner resources (mindset) in the face of complex leadership challenges. Yet, changing mindsets is not easy and requires different training than competency-focused programs. However, a stay under primitive conditions in pristine nature does something to us. People relax, reflect, or even transform. Three consecutive empirical studies, conducted by the author, suggest that such a wilderness journey promotes the transformation towards purposeful, authentic leadership.
... This is a point for stillness, retreat, and reflection. This is also where two main questions are important, which resulted from a conversation between Jaworski and Ray and are used within Theory U: "Who is my Self? and What is my Work?" (Ray in Scharmer 2009, 162) This part of the 'U process' is of crucial importance, as it holds opportunity for shifting one's awareness from an outside observer to being part of the system (Koskela and Schuyler 2016;Scharmer and Kaufer 2013;Scharmer 2009). As Hassan (2006, 6) phrases it, "from this space of silence, a deep inner knowing emerges." ...
Youth will be dealing with the global sustainability challenge that our world is currently facing. They are considered to play a crucial role as future leaders in the transition towards a more sustainable society. These leaders need an inherent understanding of the sustainability challenge that they are confronted with. This research explores how sustainability practitioners can use Theory U in order to help younger generations approach sustainability. Both the Framework for Strategic Sustainable Development (FSSD) and Theory U informed this research as they use a systems thinking approach to deal with complexity. A qualitative research approach was chosen, and sixteen semi-structured interviews were conducted. The results revealed seven overarching themes around youth, youth and sustainability, and using Theory U with youth. The findings suggest that Theory U can support sustainability practitioners in working with youth as it offers a strong systems thinking approach, personal development, and connectedness for youth. Complementary with the FSSD’s rigorous approach to sustainability, Theory U offers great potential to youth and sustainability that is yet untapped. In equipping youth at an early age with leadership skills, capacities and a wider awareness, Theory U can plant the seeds for future sustainability leaders to grow.
... Nevertheless, there are common features that emerge from work grounded in the various conceptualizations of sustainability leadership [22,42,46,[53][54][55][56][57][58][59][60]. Sustainability leaders are dedicated change agents for sustainability rooted in a learning organizational paradigm and spiritual way of being that is interconnected, inclusive, relational, and mindful and practiced in an open organizational and social stakeholder system within a particular institutional environment. ...
Given the social and environmental challenges facing all organizations, there is a need for new leadership models, methods, and tools for implementing organizational change for sustainable development. Toward that end, we review current approaches to leadership for sustainability in terms of their conceptual frameworks and extant research, which all advocate a balanced stakeholder approach to leadership to address the social and environmental issues related to sustainability and sustainable development. Then, drawing from spiritual and being-centered leadership theories, we offer a model of Global Leadership for Sustainability (GLfS) that incorporates and extends the conceptual domain beyond current approaches to leadership for sustainability. In doing so we propose that spirituality, through the qualities of self-transcendence and interconnectedness, is critical for sustainability and is foundational for GLfS. We also emphasize the importance of cultivating a Global Mindset for Sustainability, which incorporates two ethical principles—an ethic of remote moral responsibility and an ethic of care and compassion. As a result, global leaders for sustainability become more committed to moving beyond satisfying stakeholders’ demands for economic returns, toward a more sustainable, triple bottom line, balanced approach. Finally, we discuss implications for theory, research, and practice of GLfS.
... Since then, the use of phenomenography has increased in business research, as it offers a unique perspective of understanding organizational phenomena and practices. Some studies worth mentioning are Lamb, Sandberg, and Liesch (2011), who use the approach to analyze companies' internationalization processes; Cherman and Rocha-Pinto (2013), studying the valuation of knowledge based on phenomenography; and Koskela and Schuyler (2016), who adopt the approach to study sustainability leadership. ...
Purpose
This paper aims to propose the phenomenography as an approach that may contribute to the organizational studies based on the practice perspective, considering that it analyzes the phenomenon through the practitioner’s view and experience.
Design/methodology/approach
It is a theoretical essay about phenomenography as a theoretical-methodological perspective, considering its concept, its relation with practice theories and how its theoretical-methodological approach is capable of bringing a new perspective over the organizations, in the practice perspective.
Findings
The phenomenographic method, together with the practice perspective, enables mapping, identifying, describing and relating all the different ways by which an organization, in each one of its structuring dimensions, is effectively experienced. It argues that aspects such as the phenomenographic interview, the second-order perspective, the collective conceptions stated in the outcome space and their relations, the complexity of hierarchy and the abductive theorization about the emerging concepts of collective perceptions form, all together, an alternative and promising theoretical approach to analyze the entanglement between action and the material dimension that constitutes the organizational practices.
Practical implications
The phenomenographic outcome space may become a catalyst of a theorization about practices, which is capable to modify them or modify the way they are understood.
Originality/value
It discusses the possibility of phenomenography to theorize from the agents’ collective consciousness.
... Evidence from environmental psychological research indeed confirmed that being in nature has various psychological effects, some of which resonate closely with the components of authentic leadership. These effects include stress reduction (Bratman, Hamilton, & Daily, 2012;Kaplan, 1995;Ulrich et al., 1991); attention restoration (Berman, Jonides, & Kaplan, 2008;Cole & Hall, 2010); emotional well-being (Hinds, 2011;Hinds & Sparks, 2008;Zelenski & Nisbet, 2012); personal development and increased self-awareness (D'Amato & Krasny, 2011;Friese, Pittman, & Hendee, 1995;Heintzman, 2009;Talbot & Kaplan, 1986); an increase in creativity, inspiration and spirituality, greater authenticity, and connectedness (Frederickson & Anderson, 1999;Howell, Dopko, Passmore, & Buro, 2011;Kaye, 2006); and potential for contributing to sustainability (Koskela & Goldman Schuyler, 2016). Thus, immersion in wilderness could induce high-impact experiences, which might act as trigger events fostering intrapersonal change (Boniface, 2000;Maslow, 1964;McDonald, Wearing, & Ponting, 2009). ...
Authentic leadership is frequently promoted as a leadership style that responds to the contemporary challenges that leaders face. The current experimental study (n = 66) tested intrapersonal change toward authentic leadership after participation in a nature‐based training program that included a stay in remote wilderness without any facilities. Authentic leadership was measured before, immediately after, and 1 year after the training program. All components of authentic leadership increased, namely self‐awareness, internalized moral behavior, balanced processing, and relational transparency, with medium to large effect sizes (d ≈ .7). Changes in general personality traits were of a lower magnitude, suggesting that change was specific to authentic leadership, rather than extending into general psychological characteristics. The findings demonstrate that a nature‐based training program can increase authentic leadership. Immersion in wilderness is possibly conducive to change in leadership style, and could be considered as a strategy for fostering leadership change.
... For many, a walk outside of the office and a break during the day, while looking at the surrounding mountains, became a way to calm and organize their thoughts. A similar feeling of increased awareness of connectedness with nature was found in Phase 1 of this action research program (Koskela & Goldman Schuyler, 2016), where connecting with nature was a key theme for most participants. ...
This action research project explores the introduction of mindfulness in an organizational setting. The goal of the project was to enhance levels of mindfulness and joy in members of a 1,000-person organization, and while doing so, to gather rich data about change in organizations. To gather data on the impact of the process, we interviewed 19 participants, who represented a cross-section of those members of the management team who opted to participate in the mindfulness process. We then analyzed the interview data using thematic analysis. The data suggested that mindfulness enhanced participants' quality of awareness and affected the participants' experiences in five ways: connecting with purpose of their work, creating balance, connecting with the natural environment, understanding those around them, and listening. Mindfulness most often is brought into the workplace through training to support individual practice, but instead we wanted also to generate a more mindful organizational culture. To describe the process, we applied a framework to understanding change that is based on processual philosophies. In doing so, we hoped to pursue a deeper understanding of the complex nature of change as a state of becoming, which gave us the image of "leading change gently."
... For many, a walk outside of the office and a break during the day, while looking at the surrounding mountains, became a way to calm and organize their thoughts. A similar feeling of increased awareness of connectedness with nature was found in Phase 1 of this action research program (Koskela & Goldman Schuyler, 2016), where connecting with nature was a key theme for most participants. ...
This action research project explores the introduction of mindfulness in an organizational setting. The goal of the project was to enhance levels of mindfulness and joy in members of a 1,000-person organization, and while doing so, to gather rich data about change in organizations. To gather data on the impact of the process, we interviewed 19 participants, who represented a cross-section of those members of the management team who opted to participate in the mindfulness process. We then analyzed the interview data using thematic analysis. The data suggested that mindfulness enhanced participants’ quality of awareness and affected the participants’ experiences in five ways: connecting with purpose of their work, creating balance, connecting with the natural environment, understanding those around them, and listening.
Mindfulness most often is brought into the workplace through training to support individual practice, but instead we wanted also to generate a more mindful organizational culture. To describe the process, we applied a framework to understanding change that is based on processual philosophies. In doing so, we hoped to pursue a deeper understanding of the complex nature of change as a state of becoming, which gave us the image of “leading change gently.”
Keywords: Mindfulness • Action research • Healthy organizations • Culture change • Awareness • Leadership • Process philosophy
... Koskela & Schuyler, 2016;Middlebrooks & Haberkorn, 2009;Satterwhite, Sheridan, & McIntyre, 2016;Smythe & Norton, 2007;Wilson & Kosempel, 2016); and a miscellany of brief notices(Ament, 2007;Chandler, Roebuck, Swan, & Brock, 2011;Gambrell, 2016;Gilley, McMillan, & Gilley, 2009;Parry & Hansen, 2007;Ruwhiu & Elkin, 2016;Wondra, 2009). ...
Over the past few decades, scholars have extensively investigated the topic of leadership, contributing to the development of diverse leadership theories and contemporary managerial practice. However, the emergence and renewed focus on societal grand challenges warrant an alternative approach to leadership such as sustainability leadership. Despite the critical importance of sustainability leadership in addressing these global concerns, scholarly research in this field of inquiry, by and large, remained scant and fragmented, lacking conceptual coherence and theoretical integration. While the existing literature provides insights into sustainability leadership characteristics, competencies, behaviors, and actions, it failed to integrate a holistic understanding of how these aspects are connected and affect each other. Accordingly, the purpose of this review paper is to provide conceptual synthesis and critical appraisal of the extant literature on sustainability leadership. Drawing on a systems theory perspective on paradox, we developed an integrative multilevel sustainability leadership framework, which demonstrates the linkages between individual‐level mechanisms (micro), organizational‐level mechanisms (meso), and societal context (macro). The framework explicates the key underlying mechanisms of sustainability leadership functioning embedded in paradoxical tensions to address complex and multifaceted sustainability issues. The paper concludes by offering implications for research and managerial practice and avenues for future research.
Critical Presencing is a synergistic merging of two, till now, distinct concepts and disciplines: presencing and Critical Learnership. This fusion permits us to obtain the greatest possible value from presence and presencing, criticality, and continuous and purposeful learning. Each of the concepts and disciplines are explained fully in the body of this chapter, and their individual components and their interrelationships identified and illustrated. The crux of our unfolding discussion hinges on the following understandings and propositions.
As used here, presencing implies two main purposes and states: (1) intentional action to be present, as in mindful awareness of one’s purposeful engagement in and interaction with the world (task, situation, other persons); and (2) intentional action to bring into presence desirable ends—to make material the immaterial, the intuitive, the possibilities sensed though not yet manifest.
This article aims to identify leadership style which implemented by Risma as a female mayor of Surabaya and its impact on the development of Surabaya. This article mainly based on literature research and interviews. Then, the verstehen method is used to revive the experiences of others, in this case, is Tri Rismaharini's experience as an object of research, and is projected onto the subject of the researcher. The result shows that she is not only the leader who serves but also a simple leader, does not like the formal way, a principled leader, and able to act quickly in accordance with the problems faced by the people of Surabaya. Moreover, during her leadership period, Risma obtained many prestigious achievements and raised the reputation of Surabaya. One of them is that Surabaya was selected as the best city in Asia Pacific in 2012.
We sought to enhance levels of mindfulness and joy in a 1,000-person Student Affairs organization of Utah Valley University (UVU) and used qualitative action research to assess the impact as we moved forward. We write here as a collaborative team sharing our voices as leader of change, process and organization consultant, and researcher. Mindfulness most often is brought into the workplace through trainings that focus on teaching and encouraging individual practice. The process tends to be one of the learning skills that are regarded as fundamentally individual. Instead, our intention was not only to support individual practice but also to generate a more mindful organizational culture, gradually, without pressure or force. Rather than training participants in specific skills, we invited them to seek mindful moments or "wake-up" and to chart their own path. This chapter defines our approach to mindfulness as awareness-based systems change, relates this to other approaches to mindfulness research, describes the value of a process approach to change, and tells our story. While many studies show the impact of mindfulness practices on productivity and stress management, our outcomes appear somewhat unique, in that the most consistent themes distilled from one-on-one confidential interviews with participants were an increased connection with one another, with nature, and with the meaning of their work. In other words, this approach, both here and in an earlier phase of this program of action research, seems to encourage people to sense their interdependence with the human and natural worlds in which they live. © Springer International Publishing AG, part of Springer Nature 2018.
We sought to enhance levels of mindfulness and joy in a 1,000-person Student Affairs organization of Utah Valley University (UVU) and used qualitative action research to assess the impact as we moved forward. We write here as a collaborative team sharing our voices as leader of change, process and organization consultant, and researcher. Mindfulness most often is brought into the workplace through trainings that focus on teaching and encouraging individual practice. The process tends to be one of the learning skills that are regarded as fundamentally individual. Instead, our intention was not only to support individual practice but also to generate a more mindful organizational culture, gradually, without pressure or force. Rather than training participants in specific skills, we invited them to seek mindful moments or “wake-up” and to chart their own path. This chapter defines our approach to mindfulness as awareness-based systems change, relates this to other approaches to mindfulness research, describes the value of a process approach to change, and tells our story. While many studies show the impact of mindfulness practices on productivity and stress management, our outcomes appear somewhat unique, in that the most consistent themes distilled from one-on-one confidential interviews with participants were an increased connection with one another, with nature, and with the meaning of their work. In other words, this approach, both here and in an earlier phase of this program of action research, seems to encourage people to sense their interdependence with the human and natural worlds in which they live.
We sought to enhance levels of mindfulness and joy in a 1,000-person Student Affairs organization of Utah Valley University (UVU) and used qualitative action research to assess the impact as we moved forward. We write here as a collaborative team sharing our voices as leader of change, process and organization consultant, and researcher.
Mindfulness most often is brought into the workplace through trainings that focus on teaching and encouraging individual practice. The process tends to be one of the learning skills that are regarded as fundamentally individual. Instead, our intention was not only to support individual practice but also to generate a more mindful organizational culture, gradually, without pressure or force. Rather than training participants in specific skills, we invited them to seek mindful moments or “wake-up” and to chart their own path. This chapter defines our approach to mindfulness as awareness-based systems change, relates this to other approaches to mindfulness research, describes the value of a process approach to change, and tells our story.
While many studies show the impact of mindfulness practices on productivity and stress management, our outcomes appear somewhat unique, in that the most consistent themes distilled from one-on-one confidential interviews with participants were an increased connection with one another, with nature, and with the meaning of their work. In other words, this approach, both here and in an earlier phase of this program of action research, seems to encourage people to sense their interdependence with the human and natural worlds in which they live.
How can organizational researchers and practitioners creatively work with and reconcile core paradoxes facing organizations in the 21st century? Within the writings of the world’s spiritual traditions there are varying ways of using the creative imagination to: 1) work with the inner worlds of possibility which are present, though often latent, in each person; 2) make use of the valuable feelings that come from the experience of paradoxical tensions; 3) authentically embody wisdom at work; and 4) provoke individuals to search within to find sustainable ways to resolve the paradox of being profitable and over the long term. This symposium intends to engage and provoke attendees to explore the sustainable paradoxes related to the dual demands for profitability and long term sustainability. The overall aim is to investigate how we can recognize and re-imagine the paradoxes and competing values facing both leaders and individuals in profit- oriented organizations.
A growing literature shows that active care for the environment in adulthood is frequently associated with positive experiences of nature in childhood or adolescence, along with childhood role models who gave the natural world appreciative attention. This article offers a framework for understanding this finding, drawing on two bodies of theory: the ecological psychology of James Gibson, Eleanor Gibson and Edward Reed, and the attachment theories of John Bowlby and Donald Winnicott. It shows how these two bodies of theory complement each other, as interpersonal theories of attachment add an emotional dimension to the processes of encountering the world described by ecological psychologists. Based on a re-analysis of interviews with environmentalists in Norway and the United States, the article looks closely at remembered childhood interactions with influential role models.
Theoretical framework, in educational research, guides the qualitative research process which is selected based on the researchers' goals, purpose, or focus of investigation (Ornek, 2008). Phenomenography, a qualitative research framework, is an innovative research methodology for the developing countries whereas developed countries has already been taken up. They have been using this empirical research methodology since last two decades (United Kingdom, Australia, Finland, etc). Therefore, the aim of this paper is to discuss the phenomenographic research methodology in the easiest way so that the novice researchers (who are new in phenomenography) in Bangladesh can bestow this methodology into their qualitative research paradigm. This methodology may contribute new insight to the objects of investigations (students, teachers, staffs from educational institutions) and find out the solutions of the problems connected with the educational institutions in a real setting of Bangladesh.
Presence is an intimate look at the development of a new theory about change and learning. In wide-ranging conversations held over a year and a half, organizational learning pioneers Peter Senge, C. Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers explored the nature of transformational change—how it arises, and the fresh possibilities it offers a world dangerously out of balance. The book introduces the idea of “presence”—a concept borrowed from the natural world that the whole is entirely present in any of its parts—to the worlds of business, education, government, and leadership. Too often, the authors found, we remain stuck in old patterns of seeing and acting. By encouraging deeper levels of learning, we create an awareness of the larger whole, leading to actions that can help to shape its evolution and our future.
Drawing on the wisdom and experience of 150 scientists, social leaders, and entrepreneurs, including Brian Arthur, Rupert Sheldrake, Buckminster Fuller, Lao Tzu, and Carl Jung, Presence is both revolutionary in its exploration and hopeful in its message. This astonishing and completely original work goes on to define the capabilities that underlie our ability to see, sense, and realize new possibilities—in ourselves, in our institutions and organizations, and in society itself.
We have entered an age of disruption. Financial collapse, climate change, resource depletion, and a growing gap between rich and poor are but a few of the signs. Otto Scharmer and Katrin Kaufer ask, why do we collectively create results nobody wants? Meeting the challenges of this century requires updating our economic logic and operating system from an obsolete “ego-system” focused entirely on the well-being of oneself to an eco-system awareness that emphasizes the well-being of the whole. Filled with real-world examples, this thought-provoking guide presents proven practices for building a new economy that is more resilient, intentional, inclusive, and aware.
Download introduction from Emerald at http://www.emeraldgrouppublishing.com/products/books/notable/page.htm?id=9781786351463&utm_source=Facebook%20&utm_medium=socialmediacampaign%20&utm_campaign=creative%20social%20change
Creative Social Change is rooted in interviews with five prominent thought leaders — Robert Quinn, Otto Scharmer, Edgar Schein, Peter Senge, and Margaret Wheatley — who discuss their work in organizational and societal development. Readers will then discover contributions on what is needed for change from longstanding creative scholar-practitioners, such as Riane Eisler and Karl-Henrik Robèrt, as well as new voices. The book concludes with several case studies from around the world (including Latin America, Asia, the United States, New Zealand, and Africa) that readers can thoughtfully consider.
Creative Social Change: Leadership for a Healthy World (Emerald Group Publishing) asks readers to consider, “What is my role in creating healthy organizations and a healthy world?” and then provides them with the frameworks and tools to explore that challenge, finding a path through the complexities of today and taking action and contributing to what works. The book proposes practical questions that can be used for dialogue and action among leaders, policy makers, corporate sustainability officers, and organizational consultants as they consider the interconnections between leadership and sustainability and between the long-term viability of the planet and organizational development.
People have tried for centuries to develop practices that bring them present to what is, in the moment. Many spiritual traditions have called this “waking up,” regarding such an experience as the portal to living a full and meaningful life. The context for this paper and the research project that it describes is the potential importance of being awake for leaders. This two-year collaborative action research project was designed to explore whether simply intending to be present could make a difference in participants’ quality of experience at work and also to find out whether this would impact people with whom they worked. The study included a phenomenological analysis of contemporaneous notes taken for four weeks by 15 people from North America, Europe, Asia, Africa, and South America. The study also explored the possibility that this approach to mindfulness might be useful for leadership development and education on a broad scale. The results suggest that sustaining ongoing awareness practices supports leaders in attaining the steadiness and flexibility needed for addressing the “adaptive problems” of our world.
The book applies Theory onto the current social, economic and spiritual crisis and disruption. It presents a framework that integrates systems thinking and leading change from the viewpoint of an evolving human consciousness. The intellectual core the book is to rethink the eight main categories of economic thought from the viewpoint of reframing economic theory from ego-system centric to eco-system centric.
This article reviews the nature of "phenomenographic" research and its alleged conceptual underpinnings in the phenomenological tradition. In common with other attempts to apply philosophical phenomenology to the social sciences, it relies on participants' discursive accounts of their experiences and cannot validly postulate causal mental entities such as conceptions of learning. The analytic procedures of phenomenagraphy are very similar to those of grounded theory, and like the latter they fall foul of the "dilemma of qualitative method" in failing to reconcile the search for authentic understanding with the need for scientific rigor. It is argued that these conceptual and methodological difficulties could be resolved by a constructionist revision of phenomenagraphic research.
This article reviews the nature of “phenomenographic” research and its alleged conceptual underpinnings in the phenomenological tradition. In common with other attempts to apply philosophical phenomenology to the social sciences, it relies on participants' discursive accounts of their experiences and cannot validly postulate causal mental entities such as conceptions of learning. The analytic procedures of phenomenography are very similar to those of grounded theory, and like the latter they fall foul of the “dilemma of qualitative method” in failing to reconcile the search for authentic understanding with the need for scientific rigor. It is argued that these conceptual and methodological difficulties could be resolved by a constructionist revision of phenomenographic research.
I began to consider the study of relationships as an intellectual vocation in 1970, the result of two years of college teaching that was part of my work as a United States Peace Corps volunteer in Bogota, Colombia. After another year I began my doctoral training in the Department of Education at the University of Chicago, working on Kenneth Kaye's mother-infant communication studies and struggling to fill the gaps in my knowledge of developmental psychology left by undergraduate and master's degrees in physics and mathematics. I am still struggling, as I believe all professionals struggle, with incompleteness and ambiguity, wavering between conviction and uncertainty. The work that follows is part of an ongoing learning process. Apart from what I have said about these limitations in the body of the text I can also add that it feels finished enough for now, ready for public scrutiny, but open to revision in the future. This book is the product not only of the year over which the writing took place, but also of the past twenty years of my professional development and of my personal life history.
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