CHAPTER 1 : LEADERSHIP FOR A SUSTAINABLE ENTERPRISE

​ACTIVITIES​
  • Discussion Questions for the Leadership
  • Engaging the Natural Tendency of Self Organization 
  • The Process Enneagram, pp. 45-48
  • The Leadership Diamond, pp. 55-56
  • Nature and Domains of Leadership, pp. 57-60
  • Domains of Leadership, pp. 60-63 
  • Processes and Practices for Sustainable enterprise, pp. 63-64
  • Reflections on leadership from ancient traditions and Earth wisdom, pp. 64-69
  • New frameworks for leading sustainable enterprise, pp. 69-76
  • Listening into transformation and being-ness, pp. 72-75
  • Some thoughts on emergence, pp. 51-54
 CASE  EXAMPLES​​
  • The Process Enneagram, pp. 45-48
  • Some thoughts on emergence, pp. 51-54
TOOLS
  • The Process Enneagram, pp. 45-48
  • 3 Ways to be a more Mindful Leader: Often times people are drawn to leadership roles fueled by a deep desire to make a difference in the lives of others. But the role of being a leader comes with a price: being responsible for not only getting the best out of others, but also making sure you bring out the very best in yourself. With this in mind, Janice L. Marturano, the Executive Director at the Institute for Mindful Leadership, offers up three insightful ways to help you reach your potential as a leader.
  • CARL- Competency Assessment of Responsible Leadership:  The tool defines responsible leadership and levels of mastery, provides competencies and a matrix for the assessment of the competencies responsible leadership. 
  • Barefoot Guide Toolbox: A  group  exercise  to  enable  deep  conversation  and  further  developlistening  skills.

supplemental resources

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​​Recommended Articles​
  1. Dynamical organizational theory: This  paper  presents  a  new  theory,  the  Dynamical  Organizations  Theory:  Openness,  Synthesis  &  Emergence  for  organizational  change  that  is  practical  and  proven  in  many  organizations.  It  integrates  the  work  of  Ilia  Prigogine  on  dissipative  systems  (open,  free  flow  of  information  and  energy  into,  out  of  and  throughout  the  organization),  and  synthesizes  Kevin  J.  Dooley’s  discussion  of  complex  adaptive  systems,  Jeffrey  Goldstein’s  discussions  of  dissipative  structures  and  self-transcending  constructs,  Per  Bak’s  self-organizing  criticality,  John  Bennett’s  Systematics  and  uses  Richard  N.  Knowles’  Process  Enneagram,  a  disciplined,  focused  dialogue  tool  which  leads  to  the  emergence  of  new  information  and  releases  the  creative  energy  of  the  people..
  2. Achieving Sustainable Business Excellence, A Proven, Complex Adaptive Systems Leadership Approach -Best Practice: The leadership team needs to engage in focused, purposeful, and intense discussions together to become aligned and clear on its desired outcomes and goals. A great tool to do this is the Process Enneagram™, which enables everyone to see the whole, the parts, the interactions of the parts, and the processes of how things actually work. Then they need to have the courage, care, concern, and commitment to go into their organizations sharing and upgrading their thinking, getting to know the people, listening, talking, and learning together, teaching each other, providing clear, consistent messages, and building coherence across the organization. As they do this, the container to hold the organization together is co-created, providing order and focus as well as the freedom and space for the people to self-organize, create new ideas and possibilities and become more accountable and responsible, growing themselves and the business.
  3. Designing a New Landscape for OD:  Jeana Wirtenberg proposes using the metaphor of a tree for re-thinking organizations...."We  started  out  by  deciding  to  look  at  our  living  organization  holistically  and  organically.  We  wanted  to  veer  away  from  looking  at  organizations  through  the  typical  lens  of  the  organization  chart  with  boxes  and  individual  departments,  sections,  functions,  and  the  inevitable  silos  that  are  so  pervasive  in  organizations  today.  We  thought  about  different  representations  that  could  inspire  a  new,  more  sustainable  vision  and  possibility.    This  was  a  challenge,  because  it  forced  us  to  think  outside  the  box―literally.    No  more  rectangles  of  rigid  hierarchy,  confined  to  paper  and  the  past.  Instead,  we  wanted  to  invite  the  wisdom  of  nature  into  the  process  of  envisioning  a  new,  living  system.  After  considering  various  options,  we  came  up  with  the  tree  as  a  symbol  of  this  living  collection  of  human  beings  working  together  to  realize  a  shared  visionfor  the  future....." 
  4. Baker Leader to Leader: Organization Use of Self (OUS—pronounced “us”), ..., is becoming a new symbol of leadership. It is an expansion of the foundational use of self and is being used to support leadership that is reciprocal, relational, and collective. OUS focuses on the management of tension that occurs and the balance needed between core organization leadership factors— resilience—the tension and balance needed between adaptation risk and mitigation risk and ego strength— the tension and balance needed between confidence (the belief that you can rely on your sense of self-worth and abilities) and humility (the view you hold of your own importance and worth).
  5. Leadership development pushes past comfort​: A  company’s  business  may  not  be  in  a  danger  zone,  but  leadership  development  efforts  can’t  wait  until  it  is. Even  though  business  is  good  and  the  organization  is  humming  along,  challenging  leaders  to  break  out  of  their  comfort  zones  and  develop  the  skills  needed  to  sustain  and  grow  the  business  can  provide  for  a  stronger  future. ​
​​Additional Recommended Books
  • Holman, Peggy (2010). Engaging Emergence: Turning Upheaval into Opportunity, San Francisco: Berrett-Koehler Publishers, Inc.
  • Laloux, Frederick (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness, Nelson Parker: Brussels, Belgium.
  • Marion, Russ (1999). The Edge of Organization, Thousand Oaks, CA.: Sage Publications.
  • McCarter, Beverly G. and White, Brian E. (2013). Leadership in Chaordic Organizations, Boca Raton, FL.: CRC Press.
  • Capra, Fritjof (1996). The Web of Life, New York: Anchor Books Shaw, Patrica (2002). Changing Conversations in Organizations, A Complexity Approach to Change, London: Routledge
  • Wheatley, Margaret (1999). Leadership and the New Science, Discovering Order in a Chaotic World, San Francisco: Berrett-Koehler Publishers, Inc.
  • Engaging Emergence (2010). Turning Upheaval into Opportunity by Peggy Holman. San Francisco: Berrett-Koehler.
  • Reinventing Organizations (2014). A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux. Brussels, Belgium: Nelson Parker.
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Click on Picture for Video - Designing a New Landscape for OD: The Living Organization Jeana Wirtenberg, Ph.D
​Video Content
Jeana Wirtenberg proposes using the metaphor of a tree for re-thinking organizations. This metaphor was co-created by a small group of committed OD and sustainability professionals participating in a mini-design summit entitled “Consciousness of Connectedness in the Workplace,” spearheaded by Chris Laszlo, Bruce Cryer, and Wirtenberg, and facilitated by Jim Ludema at Case Weatherhead’s Flourish and Prosper Global Forum in October, 2014 in Cleveland, Ohio.  Wirtenberg and her co-creators believe they have developed a visual plan and template that anyone can use to design and build a flourishing and prospering community or organization.