Sublime

did). And then I asked them to enact the voices, views, and concerns of all those stakeholders as if they were being filmed for a “current reality movie.”

The starting point is to realize that the line between presencing and absencing does not run between “us” and “them.” It runs right through every single one of us; it represents the abyss that we face every day at all levels, from micro to mundo. Facing the abyss requires us to stop and look in the mirror, where we realize that the issues outside

Parker Palmer’s Center for Courage & Renewal (CC&R) has explored how to integrate storytelling into organizational life. The nonprofit center creates soulful retreats to help teachers, doctors, clergy, and business leaders reconnect with their vocation and reunite role and soul.

Understand your own and others’ mental maps and humility.

it, “Leadership is about being better able to listen to the whole than anyone else can.” Look around you. What do you see? We are now engaged in global leadership, and this means we extend our attention and listening from the individual (micro) and group interaction (meso) to the institutional (macro) and global (mundo) systems levels.

One more suggestion: if you play a central role in the transformation, try to be as mindful as you can about your own presence. What is it that others will consciously or unconsciously pick up from your presence? What fears, what desires, what needs drive you? Consider asking somebody, outside or inside the organization, to be a mirror and to help

He told me that his greatest insight after years of conducting organizational learning projects and facilitating corporate change is that the success of an intervention depends on the interior condition of the intervener.

One of the most comprehensive systemic models that we have discovered in the past twenty years is the Powerful Questions Model developed by Thomas Johansen, Thomas Specht, and Henry Kleive, as shown in Exhibit 9.1.6