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Integral Organization
Where is your company out of balance?

     
  • Thoughts and Emotions
  • Perceptions and Beliefs
  • Assumptions and Assessments
  • Values and Intentions
  • Motives, Agendas
  • Skill Level
  • Strategic Planning / Setting Direction
  • Individual / Team Performance Measures
  • Financial Performance Measures
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  • Shared Values, Beliefs
  • Interpersonal practices (How we relate)
  • Building Trust
  • Team Alignment (or lack of)
  • Processes (IT, Financial, HR, Operations)
  • Governance (Rules, Policies, Procedures)
  • Organizational Alignment
  • The Market
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    The integral map (also known as AQAL - All Quadrants All Levels) reveals four distinct quadrants of reality that together, form a whole that develops through different levels. The four dimensions of reality include the interior of the individual including intention, worldview and affect (subjective); the interior of the collective such as cultural principles, perspectives and relationships (intersubjective/cultural);  the exterior of the individual including behaviors and skills (objective/observable); and the exterior of the collective such as the organization processes and systems. (Systems) as described by Wilber in A Brief History of Everything (1996) and shown below.

    Something is “Integral” if it includes and attends to these multiple dimensions of reality, not just one.  The shortcoming of many solutions is that while it may effectively respond a one quadrant of the problem, it misses or ignores the other quadrants. 

    >> More about Integral Organization

     

     

    An Integral Organization recognizes that…

  • Nothing is static, everything evolves. People, teams, organizations, and countries all move through (grow through) different levels of development.
  • This evolution (of individuals, teams, and systems) is continuous and never-ending.
  • There exists in all of us, an inborn impulse that drives this continuous evolution into more sophisticated and capable levels.
  • We develop along multiple lines (e.g., cognitive, emotional, moral, spiritual, etc…) at varying rates.  It is possible (and quite common) for someone to be highly developed in one area and underdeveloped in another.  For example, the senior executive who is a genius with business strategy (high cognitive) and, at the same time, doesn’t have a clue about the impact their behaviors have on the people around them (low emotional).  
  • Higher levels of development always transcend and include the lower stages.
  • The way to accelerate development to the next level of performance  (in individuals, teams, and systems) is to adopt an approach that attends to all dimensions of reality.
  • For more a more in-depth look, check out A Brief History of Everything [link to Leadership Library] or go to www.integralinstitute.org