MindShift Integral

TRANSFORMATION – INSIGHT – LEADERSHIP


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Integral Without Borders

Community of Practice ConCall

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. As you may know, our intention with these IWB sangha calls is to co-create the kind of ‘integral community’ we want, one that is deep and wise in its content, supportive in its interpersonal connections, and world-centric (even kosmo-centric!) in it’s moral embrace. Each call will focus on an aspect of integral practice in development with certain practitioners leading on these topics and with participants contributing examples from their integral projects.

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.

Listen to the recording of the call here (a donation to IWB would be appreciated)

 

U diagram 1


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Buchpräsentation: Integrale Ökologie

Wir laden Sie herzlich ein zur Buchvorstellung und Diskussion mit

Hilde Weckmann und Anne Caspari
Integrale Ökologie
6. November 2013, 19 Uhr

Schweisfurth-Stiftung, Südliches Schlossrondell 1
80638 München

Es gibt heute eine Vielzahl von unterschiedlichen Perspektiven zu Ökologie, Natur und auch zum Klimawandel, die sich nicht selten grundlegend widersprechen. Wie können wir all diese wertvollen Ansichten auf die natürliche Welt – formuliert von vielen Wissenschaftlern, Ökologinnen, Aktivisten und Philosophinnen -vereinen und zu einer umfassenden Perspektive kommen, um unsere Umweltprobleme effektiv in den Griff zu bekommen und in einem angemessenen Einklang mit unserer natürlichen Umwelt zu leben?

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Wir stellen die ‚Integrale Ökologie‘ von Prof. Sean Esbjörn-Hargens und Prof. Michael Zimmerman vor: Diese wendet die Integrale Theorie Ken Wilbers auf unsere Umwelt und unser Verständnis der Natur an, und integriert damit all die unterschiedliche Theorien, Ansätze und Einsichten in einem umfassenden Modell.

Die Integrale Ökologie als Metatheorie macht blinde Flecken und Grenzen einzelner ökologischer Disziplinen dort sichtbar, wo Praktikerinnen und Experten immer wieder an Grenzen stoßen. Aus der Zusammenschau möglichst vieler Perspektiven heraus können komplex-adaptive Systeme diagnostiziert und Initiativen erfolgreich geplant und durchgeführt werden. Wir werden dies praktisch verdeutlichen und zeigen den Teilnehmenden anhand recht verschiedener Themen, wie z.B. Klimawandel, nachhaltigem Tourismus und ökologischem Landbau auf, wie solch ein integraler Methodenpluralismus wesentlich mehr Ansatzpunkte und Hebelwirkung für effektives Handeln liefert.

Anmeldungen bitte bis 1. November telefonisch unter 089-17 95 95 11 oder per E- Mail: veranstaltungen@schweisfurth.de.hilde anne


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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.

In the previous paper I listed the various stages of a typical transformative process. Now I add to that the typical resistance patterns that often correlate to the stations on the track. Fortunately, these patterns tend to have a recognizable sequence. See also Anne Caspari  www.integral-planning.org

An experienced coach can identify them and knows how far or deep a group or an individual is on their way through the process and what is still ahead of them relative to their goal. The good news is that there are plenty of extremely good tools available.

Tool boxes

Based on more than a decade of practical experience with coaching transformational change processes in adult development, combined with the application of integral theory on facilitating change in personal to global strategic projects, I have started to map out recognizable patterns that show up consistently as indicators of specific stages of the transformation process in individuals and groups. Resistance patterns or pathologies can of course vary in flavour and form depending on the kosmic address or altitude of the group or person in the process. If level-specific mechanisms show up, they are best addressed with tools and approaches that correspond well with that specific developmental level.

Escape patterns and pathologies in different states of consciousness are harder to recognize and require, as always the full experience and presence of the coach.

These diagrams are intended to provide hands-on practical information that is hopefully useful to practitioners dealing with transformational change. I have listed a number of tools and methods that have proven appropriate and extremely useful in coaching people back on track in their movement through transformational processes.  

Resistances are treasure indicators

In transformation work we encounter a lot of fear and collective shadow around resistance and blocks, not just in the coachees, but also with some coaches and trainers. These tensions can and should be harvested. It requires some cleaning up and practice, like mental aikido training, to recognize obstructing, attacking or resisting forces as forces to work with and as pointers and key indicators to the most important acupuncture points for change, much like a treasure map. Furthermore, if the transformational process is designed to prototype new ideas, listening to the information sitting on resistances and fears can actually provide the breakthrough that is called for. Then, working with resistances can even be like a fun ride in a roller coaster or like a ride on a sail boat using the resistance to propel you in the direction of your conscious choice. Welcome to the world of trim tabs.

The gap between vision and current reality is also a source of energy. If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.” Peter Senge

Download this paper here: WhenRealityHits[Paper041]

Adaptive Pushback Caspari


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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.

Transformations that respond to adaptive challenges involve a fundamental shift in perspective and ‘meaning making’, that is a process that deconstructs the current ‘meaning making’ system thus, enabling a shift to a different level of consciousness. Only then is it possible to perceive, find or create new answers that contribute to a new ‘reality’. To identify such critical leverage points, leaders need to recognize the interdependency between their inner and their outer world. In other words, it is the natural reflexive dynamics between interior and exterior realities that enable one to successfully create changes, whether individually and collectively.

Transformation – as opposed to incremental change – requires a true shift in the structure of consciousness one operates from. The general ‘architecture of transformation’ connects the movement through the U (Scharmer[1]) with AQAL in what could be described as a multi-faceted and pluri-dimensional shift:

a)      An individual process of dis-identification with a behaviour (UR) to its “source code”  “UL” (for example  recognizing a behavioural pattern and going “inside” to identify and owning a shadow, releasing it and changing behaviour)

b)      A shift from the UR gross state (observable behaviour pattern) to accessing subtle or even causal states in the upper left and back to UR on a different level of perception (Scharmer’s U-Process).

c)      Dis-Identifications happening on sliding scale from micro  ‘aha’ moments to bigger, life changing experiences, to shifting perspectives on perspectives on a meta-level (from ‘looking through’ to ‘looking at’ – R Kegan).  This can eventually lead to a vertical transformation towards more complex levels/later stage action logics.

d)       Once these shifts are re-iterated, consistently practiced, in a collective with a shared vision, scaled and imbued with power, collective transformation becomes possible and whole systems can indeed be shifted. (The fuzziness and pitfalls to this process will be described a future discussion paper.)

An Integral ‘U’ Process

Scharmer describes this “U shaped” movement from the recognition and subsequent deconstruction of current perceived realities, the little death at the ‘bottom of the U’ when going from knowing to not knowing towards the new territory of prototyping of new realities beautifully.

Scharmer does not explicitly take into account developmental aspects in his processes and tools.  U-Processes should be conceived and managed in accordance to the action logic of the people the program addresses.

Otherwise it will prove counterproductive, triggering stage related resistances (e.g. blue allergies to green ‘co-over-sharing’, reds refusal to go internal reflective).  Also, people leading such processes should have a decade or two of real ‘walk the talk’ hands-on experience with transformation.

In many countries we work in, individual resistances and collective shadows that show up during transformative processes are generally a matter of life and death and will be touched or triggered (Syria, South Africa, Egypt, Indonesia etc.). Or as Bill O’Brien notes, “the success of an intervention depends on the interior condition of the intervener”.

“We move from part to whole and back again, and in that dance of comprehension, in that amazing circle of understanding, we come alive to meaning, to value, and to vision: the very circle of understanding guides our way, weaving together the pieces, healing the fractures, mending the torn and tortured fragments, lighting the way ahead — this extraordinary movement from part to whole and back again, with healing the hallmark of each and every step, and grace the tender reward.”   Ken Wilber.

download this paper here: U and Development-[Pap


[1] (Scharmer 2005; Scharmer, Senge et al. 2001)

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