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Alain GauthierThe Global Transforming [email protected]

www.coreleadership.com

Exploring some ques0ons together

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1. What is our experience of the world that is emerging? What qualities do we sense are most needed/requested from leadership now?

2.  How do we experience presence? What is presence-centered evolutionary leadership (PCEL)?

3. What is our experience of shared or collective leadership? What conditions make it possible?

4. To what extent is presence-centered evolutionary leadership already at work in the world?

5. How can we contribute to the actualization and dissemination of this form of leadership?

Engaging in generative dialogue �to access collective intelligence

Enac0ng emerging futures

Re‐enac0ng pa:erns of the past

Primacy of the whole

Primacy of the parts

Generative dialogue Presence and flow Listening for larger questions connected to the future

Smoothing over Downloading Preserve social norms Selective listening

Source: Otto Scharmer, Theory U

Reflective conversation Suspending assumptions Balancing advocacy & inquiry Empathetic listening

Speaking out Win-lose Debate Advocacy Critical listening

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What is your experience of the world that is emerging? (Par0cipants’ responses)

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• 7 billions on board • Genera0ve energy • Love • Polariza0on fostering emergence • Dissonance • Darkness before dawn • What is in our DNA? • Waking up from privilege • Indigenous mind • Humility • Unpacking ideological posi0ons • Fear and confusion searching for leadership • Despair • Systems falling apart • Collec0ve visioning while on break

What is our experience of the world that is emerging?

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• A world of vola0lity and unpredictability • A mix of powerful colliding forces and shiUs • A dynamic interplay of complex systems • A mix of fear‐based reac0ons and crea0ve

experiments

An era of extraordinary change An age of evolu5onary transi5on

The Three “E”s

7 Source: «A Crash Course» by Chris Martenson, see: www.chrismartenson.com

Financial Megatrends

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12000 11000 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0

1959

1962

1965

1968

1971

1974

1977

1980

1983

1986

1989

1992

1995

1998

2001

2004

Total money stock (M3) 1959 - 2008

Nixon slams the gold window

130 120 110 100 90 80 70 60 50 40 30 20 10 0

1665 1685 1705 1725 1745 1765 1785 1805 1825 1845 1865 1885 1905 1925 1945 1965 1985 2005

1959

19

62

1965

19

68

1971

19

74

1977

19

80

1983

19

86

1989

19

92

1995

19

98

2001

20

04

US Federal Debt 1959 - 2008

Gold removed as monetary reserve

8.0

7.0

6.0

5.0

4.0

3.0

2.0

1.0

US Price levels 1665 - 2008

$ Tr

illio

ns

Source: «A Crash Course» by Chris Martenson, see: www.chrismartenson.com

Era of Extraordinary Change

9 Source: «A Crash Course» by Chris Martenson, see: www.chrismartenson.com.

Three “E”s Megatrends

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An Era of Extraordinary Change

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© 2010 Avastone Consulting

Sources: A Vision for 2012, John L. Petersen and Global Trends 2025: A Transformed World, National Intelligence Council

Epochal ShiUs: an age of evolu0onary transi0on

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What quali0es do you sense are most needed/requested from leadership now? (Par0cipants’ responses)

  Be in the complexity and make sense of it   Increasing mental complexity   Felt sense vs. projec0on   Deep humility   Ability to integrate diversity   Humans are not at the apex of life   A real global vision   Ability to see social architecture   Ability to keep asking: how am I understanding reality   Shared leadership vs. a few people taking ac0on on behalf of others   Universal responsibility   Deep listening   Willingness to create and allow dissonance/discomfort

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Leadership Lead comes from the Indo‐European root “leith” which means to “go forth”, to “cross the threshold” or to “die”

‐ Some0mes, le_ng go of what we know feels like dying

‐ A threshold must be crossed before something new can emerge

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Crossing a threshold From the “old” world and human… To an emerging world and human

Search for certainty and security Dynamism, emergence

Reac0on to fear Radical openness, trust, and permeability

Ra0onal and reified ways of being, knowing, and doing

Thought as a thing owned by the individual

Disconnected from presence (living in the past and future)

Expanded and crea0ve ways of being, knowing, and doing

Thought as a form of par0cipa0on in a shared consciousness

Living from presence

Confusion between leadership and authority. Leadership as a posi0on

Predominance of individual leadership/intelligence (domina0on paradigm)

Dis0nc0on between leadership and authority. Leadership as a verb

Mix of individual and collec0ve leadership/intelligence (partnership paradigm)

15 Global Transforming Ensemble

How do we experience and describe presence?

What is presence‐centered evolu0onary leadership (PCEL)?

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Proposed defini0ons

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• Evolu0onary: aware of the complex forces and shiUs at work in the world, and willing to par0cipate fully in co‐crea0ng a more meaningful world for all

• Presence‐Centered: opera0ng from a balanced interplay of body, mind, heart, and soul – with the ability to: ‐ be present to “what is in the moment” ‐ have access to “direct knowing” ‐ sense what is trying to emerge in the collec0ve

• PCE Leaders have the capacity to be a crea0ve s0ll point and a catalyst of evolu0on in the midst of rapid change, radical shiUs, and unforeseen challenges.

A framing perspec0ve

Who: Our experience What: Maps (that come from someone’s experience)

How: Approaches and prac0ces Maps can: • Challenge our own experience • Create a new experience • Validate or deepen our experience • Help us get oriented

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Embodied presence: 3H model

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Head

Heart

Hara

Presence‐Centered Evolu0onary Leadership: 3H Model

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Rela0onship to oneself

Rela0onship to others

Rela0onship to the whole

Head Center

Heart Center

Hara Center

Global Transforming Ensemble


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Head Center

Awareness‐based

Mentally clear Conscious A:en0ve Intui0ve

Valuing mul0ple perspec0ves Ac0on Inquiry

Global vision Clarity about interconnec0on

Heart Center

Hara Center



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Head Center

Awareness‐based




Heart Center

Love‐infused

Sensi0ve Connected to feelings Open, non‐judgmental

Hearfelt and ethical rela0onships Empathic listening Courage

Global compassion Sense of service



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Head Center

Awareness‐based




Heart Center

Love‐infused

Sensi0ve Connected to feelings Open, non‐judgmental

Hearfelt and ethical rela0onships Empathic listening Courage

Global compassion Sense of service

Hara Center

Presence‐centered

Embodied intent Grounded Self‐sufficient and recep0ve

Shared presence Root connec0on Entrainment

Globally‐informed right ac0on Sensing the field


Evolving means transcending and including:

 What we are aware of: gross/visible, subtle/invisible, causal (very subtle), non‐dual (oneness)

 Who we care for: self, family, local group, na0on, humanity, all sen0ent beings, cosmos

 Our 0me horizon: immediate, short‐term, medium‐term, genera0on, very long term (both in the past and future)

  Polari0es: interior/exterior, ra0onal/intui0ve, individual/collec0ve, one/many

25 Inspired by Terri O’Fallon

Senses

Movement

Self

other

Transcend and include

Spac

e an

d tim

e

Movement

Self

Other Exterior Interior

Individual

Collective

One

Many

Imma- nence

Transcen- dence Senses

Iterating Quadrants: Transcending polarities

26 Source: Terri O’Fallon

Evolving is waking up

  Presence at the center of this evolu0onary transforma0on

 Ul0mately we arise beyond all maps

 And yet, we need maps as a bridging guide

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Leadership’s influence on the collec0ve

Awareness, inten0ons, mental maps values, vision

Observable behavior

Cultural views, habits, norms, shared values and vision

Systems, strategies, structures,

rules

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Subjective Objective

Individual

Collective Adapted from Ken Wilber

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Domina0on Model

Superior/inferior ranking

High degree of fear and violence

Myths and stories normalizing domination and violence

Authoritarian social structures Hierarchies of domination

Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002

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Partnership Model

Equal value Equivalence

Mutual trust and low degree of fear and violence

Myths and stories honoring partnership and presenting it as normal

More egalitarian structures Hierarchies of actualization

Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002

Inner condi0ons for shiUing to leadership as a collec0ve process (Par0cipants’responses)

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• Trust • Opening • Curiosity • Play • Degree of selflessness/ge_ng over myself • Confidence in my competence and theirs • Willingness to ini0ate/contribute • Holding in care • Sincerity • Truthfulness • Other‐centric • Compassion • Courage • Flow • Le_ng go • Dancing quality

Some condi0ons for shiUing to leadership as a collec0ve process

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Inner condi0ons • Personal awareness of one’s own a_tude and behavior • Apprecia0on of complementary profiles or competences • Mindset of ongoing learning/partnering/serving • Behavior reflec0ng compassion and “tough love” • Opening and surrendering to inspira0on and guidance • Trust in life’s process

Collec0ve condi0ons • Genera0ve dialogue to access collec0ve intelligence • A:en0on to the quality of rela0onship with self, other, the larger

community, nature and spirit (harmonic vibrancy) • Collabora0ve culture • Open and flexible systems and structures (e.g. Sociocracy, Holacracy) • Safety/permission to fail

Five dimensions of harmonic vibrancy

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Collec0ve (contribu0on, care)

Nature (balance)

Harmonic Vibrancy (well being)

Other (mutuality)

Source: Jim Ritchie Dunham – Ecosynomics

To what extent is presence‐centered evolu0onary leadership already at work in the world?

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Four hypotheses in our research

1. There is a con0nuum of harmonic vibrancy experienced within collec0ves

2. The level of harmonic vibrancy describes a similar level of rela0onship to the self, other, collec0ve, nature, and spirit

3. The level of harmonic vibrancy describes the four‐quadrant dynamics of the collec0ve

4. The level of harmonic vibrancy is influenced by the quality of (presence‐centered evolu0onary leadership in the collec0ve

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Process Followed

1. Theore0cal development of ecosynomics* and presence‐centered evolu0onary leadership

2. Development of 20‐minute survey instrument to test hypotheses

3. Pilot test of survey instrument with 10 cases –> instrument refined

4. Test of survey with 41 cases –> ques0ons added

5. Revised survey filled out with 75 cases (including 22 from the Bay Area) –> tes0ng hypotheses

6. Reaching out now to hundreds of other communi0es

37 * Principles of collaboration (James Ritchie Dunham)

Descrip0on of the 126 Cases Each case is an individual describing their experience of being within a collec0ve  Geography: 17 countries (80% USA)  Age: From 28 to 72 with mean of 50  Gender: 52% female, 48% male   Formal educa5on: 1/3 college, 2/3 advanced degrees  Group: 50% work, 50% civil society  Group size: 32%

Compared demographics: All respondents vs. Bay Area

Dimensions All respondents (126) Bay Area (22)

Gender 52% women 50% women

Advanced degree 66% 86%

Type of group 50% work 27% work

Size of group 80%

Countries

Europe Americas Others Belgium Canada Ethiopia Denmark México New Zealand

France USA Russia

Germany

Luxembourg

Netherlands Norway

Poland

Switzerland

UK

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1. There is a con0nuum of harmonic vibrancy experienced within collec0ves

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Intra-group Well-being

Inter-group Well-being

Overall Group Well-being

Scale: 1 = very scarce 2 = scarce 3 = occasional abundance 4 = abundant 5 = very abundant

2. The level of harmonic vibrancy describes a similar level of rela0onship to the self, other, collec0ve, (nature, and spirit)

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\

Collective

Self Other

Self, Other, and Collective Bay Area (22 surveys)

Comparison of Bay Area Results to All Results

Self

Col

lect

ive

Self, Other, and Collective All Results (126 surveys)

3. The level of harmonic vibrancy describes the four‐quadrant dynamics of the collec0ve

Ability to self‐determine

Ability to self‐sustain

Social fabric

Inter‐cultural iden0ty

Social structures & processes

Economic opportuni0es

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Subjective Objective

Individual

Collective

4. There is a strong, positive correlation between the group’s well-being and the quality of leadership

All very significant (p

Intra‐group and inter‐group well‐being is influenced by the quality of presence‐centered leadership in the collec0ve

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Quality of Presence-centered Leadership

Quality of Presence-centered Leadership Pearson correlation = 0.858

p < 0.0001 Pearson correlation = 0.643 p < 0.0001

Bay Area (22 surveys)

Comparison of Bay Area Results to All Results – Leadership Quality and Collec0ve Well‐being

All Results (126 surveys)

Quality of Presence-centered Evolutionary Leadership

Col

lect

ive

Wel

l-bei

ng

Assessing leadership quality (sample statements) In my experience, our leaders:

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• Care deeply for the quality of relationships • Inspire us to see my gifts, the other’s gifts, other collective’s gifts • Demonstrate their willingness to learn and change their habits • Live in the present, as they consider the past and the future • Reach out, listen, reflect deeply, and invite us to do the same • Cherish the great and the small, appreciating the beauty in all things • Help us see the meaning of our successes and challenges • Are attuned to their body, heart, mind, and soul • Act as catalysts of evolution, related to what is trying to emerge • Invite us to be aware of where we are in the present • Guide us effectively toward the development and wise use of our

resources, for the benefit of the whole


There are collec0ves experiencing high harmonic vibrancy

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Quality of Presence-centered Leadership

Quality of Presence-centered Leadership Pearson correlation = 0.858

p < 0.0001 Pearson correlation = 0.643 p < 0.0001

Limita0ons of Findings With 126 cases, ini0al findings support the quality of the survey instrument and possible pathways of inquiry

Limita0ons include:   Language: ‐ Current 20‐minute survey wri:en in second‐0er language, to allow for subtlety of observa0on ‐ Second version wri:en in 7th‐grade language being tested in a manufacturing facility

  Mostly US: widen sample in Europe and other con0nents   Formal educa5on: Broader range of formal educa0on needed   Length of survey: ‐ Current 20‐minute version too long for some people ‐ A three‐minute, experien0al version is being developed

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Next steps in our ac0on research process

  Iden0fy thousands of groups/communi0es world‐wide along the spectrum of harmonic vibrancy, using three versions of the survey

  Inves0gate high harmonic‐vibrancy collec0ves

  Connect and support PCE Leadership through a web‐enabled leadership commons

  Facilitate leveraged deployment of PCE leadership development

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In summary

1. The era is calling for and is opening to a new form a leadership

2. Presence is at the center of this evolu0onary transforma0on

3. Maps can help make sense of our experience un0l they are not needed

4. Early research shows that presence is core to transforming leadership in vibrant communi0es

5. This evolu0onary development can be ac0vely supported through a global leadership commons

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Reflec0on on PCEL Leadership Learnshop

1. What insight, feeling or ques0on has this session evoked in you?

2. What would you like to see added to this ini0a0ve? 3. Are you interested in:

• Par0cipa0ng in our research? Yes No Link to survey: h:p://www.surveymonkey.com/s/85LRC5X

• Connec0ng to the Leadership Commons Yes No If yes, please indicate your email:

Profession/occupa0on:

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Quotes from Buber, Mandela, and Künkel

The crisis of humankind is a crisis of the shared space between human beings. The ‘space in between’ can only change and lead to a different form of crea5ve ac5on if people live, and act with ‘an inner posture’ of uncondi5onal acknowledgement of the humanness of the other person, and, in doing so, acknowledging difference (Mar0n Buber, 1953).

Dialogic communica5on is not about superficial harmony, but grounded in respect and dignity and in awareness of a deeper space of coherence that lies beneath difference. A leader can create an atmosphere, a ‘space’, in which the apprecia5on of a person as a person is present (Petra Künkel, 2005). A leadership journey is always a ‘long road to freedom’, freedom from games of the mind, anxiety, and the overemphasis on self‐protec5on (Nelson Mandela, 1994). It is a road to aligning inner and outer change and shiWing one’s aXen5on to the concern for the whole. Leadership for the future of humanity requires such shiWs of mind and consciousness. It needs the emergence of collec5ve leadership as a pathway to collec5ve intelligence (Petra Künkel, 2005).

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Other references

  K.G. von Dürckheim: Hara, the Vital Center of Man (1970)   Berkana Ins0tute   Dave Snowden: Cogni5ve Edge

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