69 Chapters
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25. Foresight

Jaworski, Joseph Berrett-Koehler Publishers ePub

HUMAN CONSCIOUSNESS IS ABLE TO EXTRACT INFORMATION FROM PHYSICAL ASPECTS OF ITS ENVIRONMENT BY MEANS THAT ARE INDEPENDENT OF TIME AND SPACE.
– Robert Jahn

Robert Greenleaf, the originator of “Servant Leadership” – one of the most influential business concepts of our time – called foresight “the central ethic of leadership.” “To see the unforeseeable” and “know the unknowable,” Greenleaf said, is the mark of a leader.

At the very heart of all I have written in Synchronicity and The Red Book is the notion of sensing and actualizing emerging future opportunities before they have manifested. The conversations in Pari and later with Bob, Brenda, and Dean Radin, were all infused with the notion of “knowing” that transcends both time and space. Indeed, an accepted principle running throughout all I’ve learned over the years about primary knowing, or knowing from the Source, is that it lies beyond the orders of time. Given the essential importance of future knowing to this whole inquiry, at every opportunity during my meetings with these remarkable people, I made it a point to focus specifically on this domain – the human capacity for foresight. Some of what I learned about our gut and our heart as a gateway to foreknowledge was astonishing.

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6. Baja: The Birth of the Global Leadership Initiative

Jaworski, Joseph Berrett-Koehler Publishers ePub

TOGETHER – WORKING FROM THAT “PLACE OF DEEPER KNOWING” – WE CAN BEGIN TO ADDRESS THE MAJOR PROBLEMS OF OUR TIME.

The first four days and the final two days of the Sacred Passage with John Milton were spent in awareness training at the base camp with a half-dozen other participants, including Brian. We would begin early every morning and work through until dinner time, alternating between formal teaching sessions sitting around a beautifully carved log table under a large palm hut, or palapa, and practice sessions in the garden next to the palapa.

The focus of the training was on six core sacred principles John had learned over decades of study with Taoist masters and refined by subsequent study with teachers and mentors from many different traditions representing the world’s most respected ancient lineages. John possessed a remarkable capacity to translate this wisdom into highly accessible language and daily practices.

By this time, Brian had studied with John about ten years and had participated in over twenty such passages, some lasting a month or more. Brian acted as my personal coach and guide during the days of training.

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35. The Power of Love

Jaworski, Joseph Berrett-Koehler Publishers ePub

SOMEDAY, AFTER MASTERING THE WINDS, THE WAVES, THE TIDES, AND GRAVITY, WE SHALL HARNESS FOR GOD THE ENERGIES OF LOVE AND THEN, FOR A SECOND TIME IN THE HISTORY OF THE WORLD, MAN WILL HAVE DISCOVERED FIRE.
– Pierre Teilhard de Chardin

Bob and Brenda were crystal clear with me: an essential element of enhanced access to what we have been calling “the Source” is an unambiguous commitment in an energy field of service, self-sacrifice, and love. “Selfless investment of self can affect physical reality,” they said. They have been drawn to this conclusion, they said, not only by their personal persuasion created over years of developmental practice, but by the “tangible, objective results encountered on a daily basis over years of rigorous laboratory experimentation.” They also told me that these results were consistent with the spiritual traditions described in ancient texts over millennia.

This conclusion – that selfless investment of self can affect physical reality – was expressed to me during the entire course of my search for understanding, beginning with Bohm in London and ending with virtually every scientist at Pari. It is inherent in Bohm’s maxim that “a change of meaning is a change of being.” And Lee Nichol’s closing remarks that day in Pari were infused with the point that true Bohmian Dialogue embraces “the deepest promptings of our humanity.”

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7. Demonstration Projects

Jaworski, Joseph Berrett-Koehler Publishers ePub

WHAT IS LACKING IS ANY WAY FOR ALL OF THESE GROUPS TO THINK TOGETHER ON BEHALF OF THE LONG TERM AND THEIR COMMON INTERESTS.
Hal Hamilton

At the conclusion of the solo and the following awareness training, I met with John and Brian to share my insight. We talked for several hours and then agreed to meet the following August at John’s place in Crestone, Colorado.

That August, John, Brian, and several of our colleagues from Generon and MIT crystallized the vision to undertake a global and regional effort dedicated to the testing and developing of the U-process as an advanced method for multi-stakeholder problem-solving and leadership development. We all felt a high sense of urgency. And the destruction of the twin towers at the World Trade Center just ten days later served to deepen our commitment. The formal organizing meeting for the initiative took place in New York City, less than a half mile from Ground Zero, exactly thirty days after the towers went down.

Through our network of associates, we began with a round of deep dialogue interviews in seven regions worldwide – our way of “observing” globally to gain insights about which projects to target. We spoke with leaders from multinational business, national governments, multilateral institutions, and civil society as well as from activist organizations from across the Americas, Europe, Africa, and Asia.

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25. Bretton Woods and Hadamar

Jaworski, Joseph Berrett-Koehler Publishers ePub

We shall not cease from exploration
And the end of all our exploring
Will be to arrive where we started
And know the place for the first time.

—T. S. Eliot, Four Quartets

The final predictable miracle I will mention in this book was in many ways the most astounding of all. It seemed to bring me back to the very beginning of the circle, to my father and Watergate, and, at the same time, to confirm the nature of my work for the next phase of my life.

I was working on the last two chapters of this book when I received a telephone call from Peter Senge’s secretary at MIT. She was setting up a conference call among Peter, myself, and Betty Sue Flowers, the editor who had helped me with this book from its beginning as a series of reminiscences dictated into a tape recorder in the mornings after running, and who had later joined the team at Shell as editor of the scenarios and executive producer of the video based on the scenarios. Betty Sue and I had been meeting with Peter on a regular basis over the previous months to talk about the book and about what principles might be drawn from all that I had experienced. When Peter had us both on the line, he told us about a meeting that would take place in Bretton Woods, New Hampshire, a few weeks hence. It was to be a three-day gathering of about 350 people who had been actively engaged in creating learning organizations and communities. The intent of the gathering, he said, was to engage in deep conversation about what had been learned so far and what was now needed. Peter said he felt the conversations that the three of us had been having were “extraordinary” and that there was a “very particular energy” he felt as we talked together. The more we talked, the more we saw. He knew it was short notice, but he felt it was important that we both join him in a dialogue about the insights that were emerging from our work on the book.

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