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Chapter Eight: A Few Words about Big Issues

Pastin, Mark Berrett-Koehler Publishers ePub

“An issue is as big as the lie you can tell about it.”

—unattributed

SITUATION #10 Easy Conscience

A terminal patient is in great pain but, with the concurrence of his family, refuses, for religious reasons, to allow the plug (on further therapeutic treatment) to be pulled. However, the patient requests that everything be done to reduce the pain to the maximum possible extent. The patient’s physicians explain that the pain can be reduced and almost eliminated, but at the expense of the patient’s consciousness and, imminently, his life. The patient and the patient’s family find this consequence acceptable. The physicians, however, wonder if they are participating in an assisted suicide.

If you were called into this situation, what advice would you give to the physician in charge and the family members? Would your advice depend on your general views concerning euthanasia? Compare your advice to the advice actually given in this case at the end of the chapter.

You may wonder if we are ever going to tackle the “big issues” in ethics. These issues include abortion, environmental concerns, the ethics of war, euthanasia, international bribery, and genetic engineering, among others. While our focus is on the day-to-day decisions we make in our work and private lives, shouldn’t ethics tools work on the larger issues of ethical concern, too? Shouldn’t we seek to make an ethical difference on the larger stage, as well?

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Medium 9781609941208

8 Integral Leadership: Opening Space by Leading through the Heart

Pearson, Carol S. Berrett-Koehler Publishers ePub

Jonathan Reams

While Scott uses practical examples of change management to show why it is so important to do our inner work, the next essay in this section, by Jonathan Reams, provides research findings from integral psychology and neuroscience that can help you recognize, name, and utilize the toolbox of inner resources we all have that can support your efforts to become a more transforming leader. Reams shows how an enhanced understanding of the function of the soul in its psychological meaning, the importance of intuition, and the neuroscience of the heart fosters a quality of consciousness that others can sense in you. It also can help you become open to more expansive options and increased opportunities.

Today’s world calls for a new consciousness from leaders—this is clear enough. However, the contours of this new consciousness are less clear. It is well known that we cannot solve our problems from within the same level of consciousness that created them (as noted by people such as Albert Einstein, Gregory Bateson, and Chris Argyris). But what does this really mean when as leaders we are called to go beyond the cliché and make it a reality? We have been living in the full blossoming of rational thought, and in reaching its limits have created the kinds of crises we see all around us. To lead today requires us to transcend (while including) the rational, mental structure of consciousness and lead from an integral consciousness. From it, we can get a perspective on the hypercomplexity of issues by relating to the heart of them. Indian sage Sri Aurobindo (2000), consciousness researcher Claire Graves (1974), philosopher of science Ervin Laszlo (2007), leadership and consciousness researcher William Torbert (& Associates, 2004), and integral theorist Ken Wilber (1996, 2000), among others, have all contributed to our understanding of integral consciousness. For example, Swiss mystic and transdisciplinary consciousness researcher Jean Gebser (1985) described five structures of consciousness that have emerged over human history: archaic, magic, mythical, mental, and integral.

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7 The New Basics: Inner Work for Adaptive Challenges

Pearson, Carol S. Berrett-Koehler Publishers ePub

Katherine Tyler Scott

Katherine Tyler Scott’s essay describes why it is that leaders need to do their inner work to be able to meet the challenges they face today. Many of the participants in the Fetzer dialogues credited an internal call in the face of a compelling need in the world as their motivation to lead. Many also described a feeling of certainty that a particular setting or issue was theirs to take on. This awareness drove them to develop inner qualities that incrementally allowed them to meet the next challenge (and the next and the next) that arose on their leadership journeys. The forms of such spurs to growth are many, but Scott focuses primarily on the necessity of facing one’s fears and repressed qualities to be able to surface conflict and manage change.

A well-developed self in a leader—what I call self-differentiation—is not only critical to effective leadership; it is precisely the leadership characteristic that is most likely to promote the kind of community that preserves the self of its members.
—Edwin Friedman

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Chapter 9: Maintaining the Magic and Momentum

Jennifer Lee New World Library ePub

Keep Your Right-Brain Business Plan Alive

Bravo to you for making it through the creative exploration and planning process (and even bearing with me on some of those left-brain details)! Creating, exploring, and planning are just part of the fun. The other exciting part is growing your business and truly making your vision real. You’ve done a great job of crafting an inspiring, visual plan for your business success. Now how will you maintain the magic and momentum?

This final chapter offers you lighthearted and practical pointers for keeping your Right-Brain Business Plan alive. We’ll talk about ways to stay connected to your vision. You’ll come face-to-face with your inner critic so you can bust right through the doubt and keep moving forward. You’ll learn how to conduct regular check-ins to assess your progress, how right-brain thinking can continue to be your ally, and how to celebrate your successes. And lastly, you’ll discover ways to connect with other creative entrepreneurs for more support and inspiration, and I’ll suggest possible next steps you can take to continue growing your business.

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Medium 9780874257366

Sucessful LeadersHave Mentors

Lois Hart HRD Press, Inc. PDF

50 Activities for Developing Leaders

Variation

One way to vary the finding-a-mentor exercise is to turn it into a creative art project. Each person needs a large and clear space at a table. Give each person poster board and a skeletal outline of a human body. Place a pile of craft sticks (i.e., popsicle sticks) and glue sticks near each person.

Step by step (as outlined on Handout 45.3), participants add sticks to their mentor’s “body.”

1.

2.

3.

4.

5.

Three professional goals on sticks are glued on the body’s trunk.

Desired characteristics are glued on each finger of the left hand.

Additional preferences are glued on each finger of the right hand.

The names of places to look for a mentor are glued on the left foot.

The name of possible mentors are glued on the right foot.

Participants should help one another identify barriers to pursuing these plans and suggest potential mentors.

This graphic representation can be posted by participants in a place where they will be visually reminded of their plan to get a mentor.

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