MindShift

TRANSFORMATION – INSIGHT – LEADERSHIP


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We-Space revisited.

Tune in to the We-Space Summit:  http://www.thewespacesummit.com with 150 colleagues from all over the world. 

Our own contribution:

Wednesday, October 11: The New Workplace: Panel Discussion with Johann Entz- von Zerssen, Mushin Schilling and Anne Caspari. In this conversation, the three of them are  redefining theWe-Space and presencing in the context of their work with individuals, teams and OD. They begin by framing the emotional dimension of their experience, where they work with helping clients and teams develop the capacity to face the difficult places in their actual experience or “what they cant be with”, in order to establish a more grounded and realist position collectively. In pointing out some of the hazards of conventional presencing approaches, they problematize some of the common presencing assumptions such as “leading from the future as it emerges” and point out the challenges of working with the chaotic messiness of here and now.

By bringing a curiosity for the process and culture organizations are in the middle of, they work with holding the We-Space via Dave Snowden’s work with Sensemaker® by engaging people as a ‘human sensor network’ to enable them to contribute to getting a more accurate picture of what is really happening in their organization or community. This helps develop a participatory engagement in the We-Space through a more experiential and practical approach that empowers people to work from where they are. The conversation ends with clarifying key distinctions between emergence and structures in formal We-Space practice as well as alignment, coherence and other terms of complex adaptive systems.

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Integral Without Borders

Working with Resistance in International Development –  A Concall with Ken Wilber, Anne Caspari and Integral Without Borders

Our third Integral Without Borders Community Call was on December 7th 2013. Listen to the recording of the call here (a donation to IWB would be appreciated)

The topic of this call was diving deeper into  “Working with Resistance in International Development.”  The call was facilitated by Gail Hochachka of Integral Without Borders. Ken Wilber and Anne Caspari discussed the deeper and finer issues  of Theory U and transformative processes, that Anne had mapped out in her earlier work (Diagrams – working with resistance). We discussed the different phenomena of restistance and adaptive pushback that are usually surfacing as recognizable patterns in these processes and their relationship to stages of development, states of consciousness and the shadow. Then we went also to explore the difference between individual and group processes,  a research on collective insighting with Bonnitta Roy and the Alderlore Insight Center, that Anne is also involved in.  Since all of the participants, including Ken was really interested in this research at this ‘fresh edge of discovery’, we will keep you posted on the outcomes of that. Continue reading


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Integral Leadership: Feeling into the Moment

How does it fit together: intuition, integrity, leadership, (construct) awareness, subtle states? Here is the attempt of an architecture. Presentation at the Integral Theory Conference, San Francisco,  July 18 -21, 2013 

integral leadership caspari

Academic Paper download here: Reams & Caspari_ITC2013

Powerpoint: ITC California 2013 Reams Caspari


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Publication – Integral Leadership

Jonathan Reams, Anne Caspari (2012) : “Integral Leadership – Generating Space for Emergence through Quality of Presence”, Journal of Wirtschaftspsychologie 3/12

Abstract:

This article outlines a view of integral leadership as integrity with a quality of presence that opens spaces for what wants to emerge. A focus is on describing Heifetz’s notion of adaptive leadership as creating a holding environment for work to be done. This is framed in terms of how integrity, subtle energies and intuition combine with late stage ego development capacities to create a quality of presence that enable requisite spaces to be opened up and held. This view is contextualized in relation to existing discourse in the field and the authors’ experience in leadership development work. In addition to laying a foundation for the view of leadership used, the concept of integral is examined in relation to integrity. This forms the basis for quality of presence, while intuition is shown to be an essential function in the author’s conception of integral leadership. Intuition is explored in relation to stages of cognitive/ego development, which are also explored in terms of their function and contribution to integral leadership. Future lines of inquiry arising from this conception are presented.

Key words: construct aware, integral, integrity, intuition, leadership

Zeitschrift Wirtschaftspsychologie-3-2012


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Working with Resistance – a praxis paper.

Working with Resistance – When Reality hits, use its Force

Follow the intensity of your resistance down to its source and sure enough you will find a treasure.

“The difficulty we have in accepting responsibility for our behavior lies in the desire to avoid the pain of the consequences of that behavior” M. Scott Peck

With transformation work, encountering and overcoming resistances is an intrinsic part of the game. In coaching and facilitating transformative change, people naturally face stages of resistance, fear and confusion. This will inevitably trigger escape and protection mechanisms of the self/Self system that come in a multitude of shapes, sizes and flavours.

Many of these take the form of well-rehearsed identities (e.g.spiritual identities, cynical attitudes, attack of coach or method, sudden shift of priorities) that are designed to ‘protect’the coachee from the suspected pain of re-owning deeper lying disassociated parts (shadows). These defence mechanisms can easily sabotage the transformative process. In many cases, the coachee is not aware of these phenomena, but rather strongly identified with them. Kegan and Lahey (2009) define this as “Immunity to Change”, a “hidden commitment”, with an underlying root cause, that competes and conflicts with a stated commitment to change. It is these hidden commitments that cause people to not change and to fail to realise their best intentions. It takes experience to spot such phenomena and to defuse or utilize any deviating construct arising in the space appropriately, in real time. Continue reading


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Mapping Transformative Processes with AQAL and Theory U

Mapping Transformation

In international development we see it more and more the need for leaders to play a new game. It is ironic that our best whole systems thinkers are becoming ever more frustrated at the lack of visible change in response to knowledge and evidence about growing threats to sustainability. The problem is, that while many experts and change agents are getting frustrated ‘with banging their heads against the same old walls’ in the exterior quadrants (UR & LR), the dynamics and mechanisms of how to go about genuine transformation are still not widely understood. Continue reading