Sublime

With this cognitive capacity one can question authority, group norms, and the inherited status quo. In the Western world, Achievement-Orange thinking started to poke holes in the Conformist-Amber world of Christian certainties during the

could it be that our current worldview limits the way we think about organizations? Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?

Wilber’s insight, applied to organizations, means that we should look at 1) people’s mindsets and beliefs; 2) people’s behavior; 3) the organizational culture; and 4) the organizational structures, processes, and practices.

PLACES TO INTERVENE IN A SYSTEM

(in increasing order of effectiveness)

9. Constants, parameters, numbers (subsidies, taxes, standards).


10. Regulating negative feedback loops.


11. Driving positive feedback loops.


12. Material flows and nodes of material intersection.


13. Information flows.


14. The rules of the system (incentives, punishments, constraints).


15. The distribution of po

appraisal

Arthur’s parachute example: observe deeply, connect to what wants to emerge, and then act on it instantly.

Separate from our own need to be “right” in order to hear and respect others’ realities and perspectives: and, b) Differentiate between thoughts (what’s going on inside your head) and behaviors (what you do or say).

Less is more. “A few extremely well-chosen objectives,”