Building Sustainable Legacies


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Listening – deepening a capacity

In the spirit of continued authentic communication as initiated in my last blog, I would like to share my reflections about the competency that was in highest demand in my past two months: listening!

 

Let me provide a bit of context. Having stopped my roles at Business School Lausanne at the end of July has brought an abrupt end to the previous demand of my leadership skills. I had chosen to let go of leading already three years prior when we introduced self-organization at the school. Yet I had not been able to drop the reporting function of leadership towards the owners and was in many ways still carrying the full weight of responsibility. It took August and September for me to appreciate how much lighter I started to feel, with human interaction being simplified to the person to person contact, rather than facing the projections and expectations that people would associate with me as a holder of a institutional role. With all of that gone, there was space for something new. 

 

I have discovered listening in many forms: professionally listening was a core competency when facilitating stakeholder meetings or chairing panel sessions, and when conducting interviews of best practice companies. Personally, as I reconnected to my purpose asking myself what would come next, I listened to signs of my body to guide me in deepening my intuition. I am also learning to listening to my emotional, cognitive and physical demands when it comes to freeing myself of my cognitive restrictions when it comes to eating. Behavioral scientists have unveiled to what degree modern times have disconnected many of us from a natural and healthy sense of what our physical needs are when it comes to food and how to listen to these. A multi-layer journey as I am discovering.

 

Listening to myself and to others has been complemented with my more conscious listening to what is around me in the city and in nature. A deeper listening, I am discovering, is slowing me down, grounding me and generating an instant deep connection to the core of what unites us all: the energy field that vibrates and pulsates if only we listen. 

3 x

 active listening

  • It is in that energy field that the solutions lie when I seek a transformative turning point in a multi-stakeholder meeting. Depending on the vibration and pulse, it becomes clear what the group needs to step forward in the direction they seek. 
  • It is also in that energy field that the right question, comment or exercise emerges when coaching a person in their journey. Guiding the coachee to connect to that field allows the person to find her answers herself. 
  • It is in this energy field that I am reconnecting to my deeper purpose and my passion. Be it in nature, be it simply by taking a few slow and deep breaths, be it by feeling my feet on the ground, my mind quiets down and I am operating at the speed of my body and its sensations. 

What are your experiences with listening?

 

For me, my core insight of these past two months of deep listening have let me to ponder the following question: “Why would I not live a life that follows the rhythm of my body, rather than racing through life at the speed of my thoughts always dragging my body behind?” I don’t yet have an answer and for the moment my courage is limited to sharing this question with you. 

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Finding our space in a new place

Building personal resilience – an applied example

CEOs and HR Directors have consistently rated adaptability, authenticity and values as top leadership qualities for people at any level of an organization. These are also key ingredients for resilience. I define resilience as the capacity to respond to external pressure by adapting and recovering quickly and hence finding a new equilibrium.

Typically, we look at resilience in interaction with others in an organizational setting. I discovered last week, that I can apply these three ideas also in a challenging networking environment. As a way to launch our transatlantic blog into a new year, I wanted to dedicate this first blog to how we can build personal resilience while being in new challenging situations. I will demonstrate this with my personal experience and reflection from my first participation at the World Economic Forum (WEF) in Davos last week.

Arriving in Davos for the World Economic Forum was hard. Hard for different reasons than I had anticipated – it had been raining and the slush on the street made it a real challenge to make it to the AirB&B my colleague had organized for us. And yet, all this struggle was nothing compared to the difficulty we had securing accommodation for the event! Unimaginable! My colleague Julia Christensen Hughes, Dean of the College of Business & Economics at the University of Guelph , persisted through all obstacles and miraculously found for our Female Deans Trio a fabulous apartment.

Figuring out networking in an event that is strictly structured around privileged access to select events was another eye-opener. The weather challenge which drowned the arrival in unbelievable masses of snow and rain meant that nothing worked as planned. Being simply in the moment and helping fellow attendees out, together finding registration and queuing for badges ended up being the best way to connect. The human element of together making it in a challenging moment created a connection far more important than a typical cocktail party ever would. I may even have attracted a new MBA student to BSL as a result of one such incident.

Nesting in and finding spaces that feel comfortable was a big thing for me too. Given such unfriendly weather conditions outside made it a necessity to find warm and dry spots. Ideally with a seating option and a coffee machine nearby. So finding comfort in the welcoming Female Quotient equity lounge, felt perfect despite my initial resistance to join a “feminine” movement. Admitting that, listening deeper to my intuition and overriding superficial mental judgement, was important. The previous night, I had ignored such intuition and in an attempt to do some networking and meet up with friends, I ended up roaming the Promenade getting wet feet in the slush and maybe a cold along the way – without ever catching up with my friends. I did have the intuition that I should have stayed in the apartment and caught an early night, but failed to listen.

So what am I saying here? I find that when we reach out into the world as change makers, we end up in new, unfamiliar spaces where we need to orient ourselves and find out how we can be effective in such a space. Being effective, I suggest here with my brief insight into my brief #WEF2018 Davos experience, involves these three things:

  • Adaptability: Arriving well and creating a space of comfort either by being with people or having accessories that create comfort (I always bring a candle when I travel)
  • Authenticity: Being in the present moment and embracing the encounter that presents itself wholeheartedly without trying to be elsewhere – trust serendipity!
  • Values: Listen to your intuition and go or stay where you feel well rather than where a program suggests you should or could be. Find your inner rhythm and stick with it as you dance with what is happening around and allow that duality with grace and joy!

And these three insights that I have gained in Davos link nicely back to what CEOs suggest are the backbone of resilience: adaptability, authenticity and values. I hope you find this reflection insightful in your own journey as a change maker both within your organization, and as you shape your own journey across new ground and landscapes!

 


Business Schools finally involved in the World Economic Forum

A blog by Katrin Muff at Business School Lausanne in collaboration with Julia Christensen Hughes of the College of Business & Economics at the University of Guelph and Mette Morsing of Copenhagen Business School and the Stockholm School of Economics

You may wonder why business schools should be present at a global economic event. Well, some leaders have received their education from business schools and there is great pressure from civil society and business that business schools do a better job in educating the future generation of leaders. Leaders that can deal with the complexity of a volatile, uncertain, complex and ambiguous (short VUCA) world, that have a solid values-based inner compass, can work effectively both inside and outside of their organizations, fluent in systems thinking and capable of leading multi-stakeholder initiatives that address the complex issues that the world is facing. At Business School Lausanne, we call such people “Responsible leaders for a sustainable and just world”. We are dedicated to developing such leaders across all of our programs, from bachelor to doctoral degrees and substantiate our learning space with world-leading research in the areas of sustainability, responsibility and transformation.

We are not the only ones! Toby Heaps, CEO of Corporate Knights and Jonas Haertle, Head of U.N. PRME jointly invited 40 business school Deans who are championing responsible management education for a better world. So, for the first time at the World Economic Forum in Davos, a comprehensive cohort of Deans from such disrupting schools were present to discuss how to strengthen our initiatives and collaborate with like-minded business leaders. There are 13’000 business schools around the world, and while there are 700 signatories to the PRME principles, it is high time to disrupt the 20th century curriculum built on flawed assumptions about the economy, the purpose of business and the role of a leader. These 40 champions offer inspirational ideas for providing a 21st century education and research focus that provides the foundation to receive a “licence to educate” as expected by society (source www.50plus20.org).

Celebration dinner of the 40 champion business schools appointed by United Nations PRME, in collaboration with Corporate Knights. Lisa Kingo, Head of the UN Global Compact, addressing the champions

I had the privilege to spend time with Julia Christensen Hughes, Dean of the College of Business And Economics at the University of Guelph in Canada and Mette Morsing who created possibly the largest CSR center in business at Copenhagen Business School and who is now creating a similar new sustainability research center at the Stockholm School of Economics. Being roommates in a rustic (AirBnB) apartment in Klosters has allowed not only great late night and early morning talks around the kitchen table, but also deepened a human connection that results from the bonding experience when three women have to make do with one bathroom and make it out of the door by 6am. My coffee capsules helped a bit, and Julia’s tea bags did magic, as did the wine we shared. The celebration dinner hosted by Corporate Knights and PRME allowed us to deepen connections with fellow Deans who have been partners on our transformative journey such as Philip O’Regan who last year hosted an unforgettable joint PRME and GRLI conference in Ireland. It also allowed us to make new connections with delegates from around the world including Africa, and new faces such as AIM in the Philippines, Berkeley in the USA and Insead in France.

Mette Morsing, Julia Christensen-Hughes and Katrin Muff

Visiting the Sustainable Impact HUB

Business schools have a long way to go. And so does business! While it may seem contradictory to participate in an event that assembles a global political and economic elite and where social entrepreneurship is possibly seen as a noteworthy phenomena, we realized how important it is for us, leading disruptors in business education, to also have our voices heard if we are to support further disruption in enabling global business to achieve the Sustainable Development Goals (SDGs) by 2030. Our input was appreciated and called for at many sessions, including those that focused on women’s leadership (and yes, there is a case suggesting that women deans can be particularly effective change agents, like women managers!). In business oriented sessions, our input and reflection was also sought and appreciated; it was heartwarming to feel how welcome our presence was. We were also challenged. Business expects significant change in education – we heard calls for breaking down silos, teaching in interdisciplinary non-linear ways, focusing on problem solving and embracing a spirit of experimentation and co-learning with our students. We also heard of how technology, applied well, is democratizing education – providing anywhere anytime access and opportunity to learn.

Participating in a breakfast meeting

Influencing and networking at the WEF in Davos happens everywhere, not just in meetings. This is the Davos magic. I talked to a successful entrepreneur who became interested in doing an MBA at BSL while queueing for my badge. Mette challenged assumptions behind the WEF competitiveness report while sitting next to its author in a shuttle bus. Julia met business leaders with an interest in supporting further curricular innovation in her business school. She also proudly participated in sessions offered by one of her alumni on block chain and crypto currencies. We got first-hand insights into the new IMF report while riding a local train and we thought of an inspiring new initiative around the Golden Rule when having lunch with Kim Polman. Julia also met renowned author of Donut Economics and HD recipient Kate Raworth while riding a late night shuttle. Kate is designing the first entire updated 21st century economics course with BSL to be launched in September 2018. The WEF demands that you are present in every single moment and that you are free to engage in the most diverse kind of conversations you can imagine at any time of the day, from the moment you open your eyes until your head hits the cushion. It is as much exhausting as it is exhilarating and if we leave this event with one shared learning it is this:

We will be back next year and we will be better prepared and better organized. We will work on the ideas that were developed this time around and announce the results next year. We will organize a house where Transformative Deans (or Deans as Agents of Change) can meet and discuss effective ways to transform not only their own schools but the management education landscape. It takes leadership, and this year’s WEF theme seems to suggest that it takes female leadership. Well, that is a currency we have plenty of!


Corporate Culture in 2017

As I write this blog, year 2017 is winding down. Throughout the year my blogging partner, Katrin Muff, and I have commented frequently on corporate culture. The media seems to share our interest in this subject. Indeed, references to corporate culture have shown up on the front pages of many reputable newspapers and magazines this past year. I did a cursory web search to gather up a few of these stories.

I don’t claim to have done a scientific study of how often and in what context the media mentioned corporate culture.  Nevertheless, many articles popped up when I entered the search term “corporate culture 2017”. Most pertained to companies’ significant problems attributed to toxic corporate cultures. Of course, the media often showcases the bad news stories. Still, the volume of content was significant enough to warrant my attention.

The Wells Fargo Bank fraud hit the headlines at the end of 2016 and kicked off 2017 with bad news for the company. Several newspapers including the Washington Post and the New York Times reported that Wells Fargo employees had opened millions of phony accounts without their clients’ consent. The articles attributed the malfeasance to a company culture where pressure to meet unrealistic sales goals undermined corporate ethics.

Likewise ride-sharing company Uber made the news repeatedly throughout the year. Referring to the egregious sexist culture, the Washington Post had this to say:

“Corporate culture has long been the sort of squishy management consultant term that’s hard to define, even harder to change, and the recipient of lots of lip service yet little action by chief executives. But however amorphous the phrase may be, its importance was stamped into stark relief this week after a former female Uber engineer made allegations about its sexist, chaotic and aggressive culture.” [1]

United Airlines landed in hot water in April of 2017 when a passenger was forcibly dragged off a plane. The articles attributed the incident to a culture where behavior is scripted and employees have little if any latitude to make decisions.[2]

The last few months of the year brought countless stories of cultures where women were treated as prey. For example, in November of 2017, Fox News set up a Workplace Culture Panel following reports of widespread sexual harassment throughout the company.[3]  And as recently as December, the New York Times published an article on sexual harassment at two Ford Motor plants in Chicago. The headline read as follows: “How Tough is it to Change a Culture of Harassment?  Ask the Women of Ford.” [4]

While I could devote the entire blog to recounting similar stories, I believe that the examples I have offered are sufficient to make the point. Culture counts. No matter how amorphous the concept may seem, those of us who lead companies ignore our organizations’ cultures at our own risk. Consider the degree to which toxic cultures impacted companies and the people in them in 2017. Let us each resolve to assess and address our own organizational cultures in 2018.

Take the first step by looking at your current culture. Ask yourselves questions such as the following:

  • What is the purpose of our company and what do we stand for?
  • How do our corporate values influence our decisions and behaviors?
  • What are the stories that we tell each other about our organization?
  • Who are our admired heroes?
  • Who makes the rules for the organization?
  • What do we reward and what do we punish?
  • How often do we have conversations that consider diverse opinions?
  • To what degree do we value the contributions of everyone in the company?
  • What do we do to show respect for all?
  • How do we ensure that everyone’s focus is on serving our customers?

In addition to answering these questions ourselves, we should pose them to others. In my 30+ years of consulting, I have found that leaders are predictably astonished by how employees’ perceptions of the organization diverge from their own. While some are tempted to explain away the differences, the best leaders value the input. They dig deeper to understand and address the discrepancies.

Leaders create the conditions within which a culture emerges. However, they may not fully understand the possible consequences of the systems that they put in place. Likewise, they may be shielded from what occurs within the organization day to day. Asking the right questions and listening openly to the answers can provide them with the needed data for making appropriate changes to improve the organizational culture.

As I anticipate 2018, I wonder what catastrophes might be prevented in the new year if leaders of every company committed to taking  a close look at their own organizational cultures. Chances are most would find a mix of strengths to reinforce and weaknesses to address. And in some cases, they may find signs of the toxicity that, if not eradicated, could create serious consequences for their people and their companies. Let us all resolve to become proactive this new year in stamping out the unhealthy parts of our cultures while fortifying the strengths.

 

[1] https://www.washingtonpost.com/news/on-leadership/wp/2017/02/24/why-a-toxic-workplace-is-now-a-much-bigger-liability-for-companies/?utm_term=.c854fdb575d8

[2] http://www.latimes.com/business/hiltzik/la-fi-hiltzik-toxic-united-wells-20170411-story.html

[3] https://www.nytimes.com/2017/11/20/business/media/fox-news-sexual-harassment.html

[4] https://www.nytimes.com/interactive/2017/12/19/us/ford-chicago-sexual-harassment.html

 

Author: Dr. Kathy Miller Perkins 

Dr. Kathy Miller Perkins is a social psychologist and is the CEO and owner of Miller Consultants , a firm specializing in organizational development, executive coaching and change management. Her work involves helping companies create and sustain organizational cultures that are conducive to executing sustainable strategies. She has worked with companies such as Toyota, IBM, Kindred Health, Brown-Forman, Lexmark, Anthem, Ashland Chemical, the U.S. Military and BC Hydro.


Why We Work

Work is about a search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor; in short, for a sort of life rather than a Monday through Friday sort of dying.” Studs Terkel

How much of your life do you spend at work?  For many of us the answer is shocking.  Working adults residing in the United States spend a third of their time at work, according to recent estimates.  Many of us spend more time at work than in any other endeavor including time with our families and friends. I am not going to debate whether this is the right way to live. However, since many of us will work a large proportion of our adult years, we might reflect on what work means to us.  Are we working only for a paycheck or for something more?

Through my own conversations with working people, I have found that most want to work for companies with a distinct purpose and clear values.  Research that I referenced in my August blog, confirmed that all generations, not just millennials, want to find purpose in their work.

Last month Katrin Muff discussed the importance of connecting our values with our life purpose as it relates to the world outside of ourselves.  Certainly, the workplace is part of that outer world. While our jobs may not suffice to define our total life- purpose, our work and/or our profession are part of our identity.  For example, reflect on how you describe yourself to others.  Chances are if you are a working adult, you include a reference to your profession or what you do for a living.

Since we tend to identify with our work, it is not surprising that most of us want it to be meaningful.

Evidence collected over decades shows a relationship between meaningful work, motivation, engagement and a sense of well-being.  While each of us may have our own definitions of what makes a job meaningful, some common factors are:

  • Person-organization fit
  • Positive and reinforcing personal relationships
  • Opportunities to align with or further one’s values
  • Fulfillment of a social or moral purpose, or broader reason for being. [1]

Year after year we hear that a very large percentage of working adults across the world do not love their jobs and are not engaged with their companies or their work. This disengagement from our work often has a negative impact on our health and well-being.

When we view our work as meaningful, we are also more likely to be motivated to do it well.  In 2015, Alison Alexander conducted research as part of her master’s studies at Northwestern University on how organizations are making work meaningful.  She found a direct connection between the presence of meaning in life and making meaning through work.  She also discovered that organizations with a strong purpose, clear values and commitments to social responsibility provide employees with ways to find meaning through their work.  She concluded that when corporations are committed to serving society, employees can “live their values through their work.”

Last month Katrin Muff argued that each of us must know who we truly are if we are to live an authentic life. I agree, and I believe that that this is also the first step in finding meaningful work or conversely, making work meaningful.  We must be keenly aware of our own values and what we perceive to be our purpose in life before we can expect work to be meaningful. Nancy Collamer, a contributing author to Forbes Magazine, suggests asking yourself questions such as “what five words best describe you”, and “what would you do if you couldn’t fail”.  Regardless of your method of reflection, you must know who you are before finding meaning in your work.

For job seekers, Alexander recommends that you “look under the hood” of the companies you are considering. Determine the degree to which their commitment to social responsibility is embedded throughout the company or isolated to a small group of people in a corporate social responsibility function. Reflect on whether the principles that the companies demonstrate through their words and actions are aligned with your values.  Pursue companies that are committed to the greater good of society.  Ideally, they will have embedded this commitment into all aspects of the company, and every employee will understand the role that they play in contributing to the greater good.

Even if you plan to stay in your current job, most likely you can find ways to make the work more meaningful.  For example, you might seek clarity from your manager about the significance and purpose of your work.  Or if your specific job tasks aren’t fulfilling, you might find others in your workplace who share your interests and values. Perhaps a group of like-minded people can design and carry out on your own time, projects that are fulfilling and contribute to the broader society.  If your company has a Corporate Social Responsibility or Sustainability Department, you might contact them to find out how you can get involved, perhaps as a volunteer.  And if all else fails, start looking for a new job with a purpose-driven company aligned with your own values.

I realize that work will not always be meaningful no matter what we do.  However, despite the role that work plays in our lives, very few of us find all our life-meaning from our jobs or our professions.   In fact it is a bad idea to try to put all our eggs in our professional or work basket. No matter how much meaning we derive from work, we should all seek and find meaning in other parts of our lives as well. We can find meaning from family, spirituality, personal growth, education, community.  The list is very long.  I believe that a sense of well-being, if not happiness, comes from our deepest sense of purpose and our constant pursuit of meaning every day throughout our entire existence.

“For the meaning of life differs from man to man, from day to day and from hour to hour. What matters, therefore, is not the meaning of life in general but rather the specific meaning of a person’s life at a given moment.”  Viktor E. Frankl

[1] Cardador, T.M.& Rupp, D.E. (2011) “Organizational Culture, Multiple Needs, and the Meaningfulness of Work,” The Handbook of Organizational Culture and Climate, Chapter 10.

Author: Dr. Kathy Miller Perkins 

Dr. Kathy Miller Perkins is a social psychologist and is the CEO and owner of Miller Consultants , a firm specializing in organizational development, executive coaching and change management. Her work involves helping companies create and sustain organizational cultures that are conducive to executing sustainable strategies. She has worked with companies such as Toyota, IBM, Kindred Health, Brown-Forman, Lexmark, Anthem, Ashland Chemical, the U.S. Military and BC Hydro.


The tricky interconnection of values and purpose

Being values-based implies a connection with oneself, a deep inner knowing. Embracing a purpose requires, so I argue here, a connection with the context in which we live and operate, a deep outer knowing. When these two senses are disconnected, we are in trouble, as individuals, as organizations and as societies at large. When the senses are aligned, thriving individually, as an organization and as a global community means thriving at all of these levels for the benefit and well-being of all.

Brené Brown recently said in an interview with Marie Forleo “our worth and our belonging are not negotiated with other people. We carry those inside of our hearts.” Brené is a widely recognized and respected psychologist in the domains of authenticity and vulnerability. She talks about how an individual can find herself, find her roots and core and how to stand up for herself and what matters to her. In many ways what she talks about has to do with finding one’s own purpose and identity or what she calls knowing who you truly are. To her, the importance of knowing who you are is key in living an authentic life as it ensures that you can always belong to yourself, rather than fitting in with what others might expect.

I can resonate with this and I understand the importance of what she says. How are we supposed to know what is right and what is wrong if we don’t know who we are and what that means in the context of what happens around us? This journey of self-knowing, of self-awareness, is a key component in the journey of being a responsible leader. It may well be the first and most important one, the dimension without which all the rest doesn’t really make sense. It certainly is critical to create role models that can serve others to find the courage to adapt their behavior and attitudes in order to re-connect with who they truly are. Or, as Lena Faraguna claims: “Lighthouses don’t go running all over the island looking for boats to save. They just stand there shining.”

Quote and image by Lena Faraguna

Let me zoom out a bit. How would we translate this self-knowing, this inner self of self-belonging in the context of working with others, of teams, and of organizations? How can a sense of belonging among a group of people, be it a family of a company, be created without negotiating with others? How can a group of individuals that belong first and foremost to themselves ever belong to a greater cause? I am troubled when I imagine how a particularly purpose-oriented company, such as those that Kathy Miller described in her last blog, might do if it decides to “not negotiate with others because its self-worth is inside of its own purpose”. Isn’t that what we are accusing the modern corporation of doing? Of putting its own priorities first and to forget about the rest? Where is the line drawn? If investors and owners are part of the inner core, then profit-maximization sure makes sense. If they are not part of it (and how might they not?), then how can a company protect its interest from investors without negotiating? Tricky.

When adding a further dimension and zooming out to an entire society, what changes in that frame? If a society decides that it needs to first and foremost belong to itself, its citizens, and not negotiate with others, what might that mean? Wouldn’t we be moving very close to the explosive sense that nationalists are expressing when they say “my country first”? And when they start protecting themselves from perceived outside threats, such as immigrants, refugees and trade agreements?

There is something dangerous in all of this. And this might well also be the dangerous in purpose-oriented firms. Purpose, after all, means what? The dictionary says purpose is “the reason for which something is done”. Well, and that is the entire problem. That is not good enough. There are excellent reasons to do something and there are incredibly stupid reasons for doing other things. Let me take the three-step zoom back from society, to the organization to the individual.

A society that defines a purpose, or “raison d’être” as something that is distinctive from what is around it, will in the worst case create harm to other societies and possibly even to itself. Global well-being can only be achieved if a society, a nation, embraces the idea that it is fundamentally and indisputably a part of the larger context in which it operates. And finding a purpose that does not take this into account is potentially harmful, as the Swiss President and many other statesmen have pointed out after President Trump gave his disturbing “America First” speak at the UN SDG forum last week.

Zooming now in to an organization or a team, what does this mean? If an organization chooses a purpose that is purely self-serving and that may seem like the best way to survive and ride the increasingly turbulent waves of change, then this organization is also very likely to harm those around it, and as a result, potentially itself. The metaphor is the cancer cell that builds its growth on eating into the very organism that is providing its living substance until that organism has been emptied out and can no longer sustain the ongoing growth of these cells. That sounds ugly and I apologize. What I mean to say is that a purposeful organization is not good enough, if that purpose does not imply taking into account the well-being of the context in which the organization operates.

Further zooming in and back to the individual, I struggle to see how an individual can and should have a sense of identify to herself that is limited to herself only. It appears limiting and potentially dangerous. As it if was necessary to put up guards against something outside. As if that sense of inner belonging needed protecting. An inward journey of discovery will uncover, I am certain, that there is both nothing and everything that can shake you and me in our core. Nothing in the sense that we are who we are irrespective of what happens outside of us, our sense of self is based on how we see and talk to ourselves. Everything in the sense that we are shaped by the events in our lives and we respond to them, in the full understanding that we have no idea what lies ahead of us.

The Circle Model (Katrin Muff 2016)

Let me attempt to conclude. In order for purpose and values to be aligned, an ongoing journey between the inner and the outer world in which we live is needed, allowing an emergent transformation as we advance. This allows a development of the inner knowing and the values we build on. In addition, purpose will need to be defined not just as the “reason for which something is done” but “the reason for which what is done serves the well-being of the next larger holon” or unit. Arthur Koestler coined the term holon (“whole”) as something that “simultanesouly a whole and a part”. Holacracy, which is founded on the principle of Holons, embraces this nicely as an operating system. A holon is a unit that is contained in another holon and that may (or not) contain other holons. Each sub-ordinate holon by definition must embrace the purpose of the holon of which it is a part and the entire system is guides by an overarching missing that should – and here Holacracy stops – again serve the next larger holon. Imagine if individuals would understand that we are holons, as parts of organizations, which in turn are holons as a part of societies, which in turn form a part of a global community, all while being in and of itself a whole that again contains other smaller holons. This understanding would allow an alignment of purpose and values based on the understanding that we are all a part of another, infinitely interconnected.

Author: Katrin Muff, PhD

Active in thought leadership, consulting & applied research in sustainability & responsibility, and directing the DAS & DBA programs


The Emperor’s Clothes

When I first heard about the fairy tale of the Emperor’s clothes, I always thought that it would take just one sufficiently innocent and courageous person to point her finger at the emperor and everybody else would automatically fall out of the magic spell that had previously had let them see an altered reality. But, today’s reality is proving me wrong. Today, we are living in this weird situation where about half of the people realize that the emperor is wearing no clothes and is pointing more or less discretely to the naked leader. The other half of the people, however, see the emperor in all of his magnificent beauty of glimmering, luscious and richly decorated clothes. They are blind-sided by the appearance of wealth and the impression of power this creates. They feel the power and they either feel frightened or encouraged by what it may bring to them. If it is not question of how many people see the emperor without clothes, then what are relevant triggers or levers that might open the eyes of those who still see him in his magic dress?

When we talk about change, we remain interestingly speculative with regards to interdependencies, causes, consequences and what are precursors, pre-conditions, enablers and levers of change. Kathy Miller has provided an enlightening response to my blog suggesting that people rather than organizations are the shapers of organizational culture. She points out – correctly so in my opinion – that culture is also shaped by the structure, size, leadership and governance of an organization. These are clearly organizational elements rather than people elements. I would like to further expand that trajectory of thought by investigating what other elements influence organizational and more particularly systemic change beyond the people and organizational related factors.

We have previously established that a variety of aspects that can be summed up as people related factors of change strongly define and influence a culture. We have also established that there are a number of organizational related aspects that impact and shape culture. In the context of the subject of climate change, Andy Hoffmann has investigated why pointing out facts has at best no impact at opening the eyes of those that deny a reality that quasi an entire community of scientists have confirmed. He concludes his assessment with the observation that arguing with facts simply results in the other side generating other (alternative?) facts that further prove the opposite point of view and thus further entrench the already existing difference. If not facts, then what?

Research suggests that in order to even get a chance at changing somebody else’s mind, we need to empathically and authentically connect with that other person. From person to person, not from role to role. And this is where things fall apart. We don’t want to personally engage, there is an inner discomfort, a resistance that creeps up and that communication shuts down. I have extensive personal experience in this and I often self-observe what happens to me when I am confronted with an opinion, a feedback or comment that goes against what I believe in. There is a physical shift inside of me, that turn my receptors from open to close, my smile from broad to narrow, and my heart from trusting to a stand-by mode. Sometimes I manage to turn the switch back on “open”. When I do, it is because I manage to re-establish first my own heart connection to my inner values and purpose, maybe to my soul, and then from that space, to re-establish a connection to the best in the other person that I had previously seen. A colleague of mine describes this as “veils” that are lifted off again that had prevented a clear vision. I pretend that most of us who have self-observed such events will be able to describe some change in our physiological disposition that can serve as a signal and hence potentially allow a reversal of the process. This however, does not work well when I enter a discussion being convinced that the other person holds a “wrong” own perspective that I happen to disagree with or question in terms of honesty of interest and intent. And this is where things get sticky.

If such mastery is required at the personal level to attempt to generate change at the systemic level, we are in for a tough ride. I am struck by the parallel to the current reality across the Atlantic. There are impressive public attempts (including from the New York Times) to influence the personal moral obligation of a high ranking US prosecutor to demand an independent investigation of the Russian intervention in the US election process which is required in order to implement the checks and balances that are in theory well in place from a governance perspective but that don’t get the traction they should. Is it possible that when organizational elements fail to generate the framework for change, that we are thrown back to the individual courage, morals and ultimately mastery which are comprised in the people dimension? If mass protests don’t work, and structural frameworks can be circumvented or be neutralized or ignored, then how are we ever going to point out what one child pointed out so naively in the fairy tale of the emperor’s clothes? Or might it be the simple accumulation of individual, structural and mass pressures that little by little fill the famous barrel until one last drop makes it overflow and thus creates the change. And it mattered very little what that last drop actually was, as long as the drips kept coming. If that were true, then a possible conclusion might ultimately be a very encouraging one. Namely, that irrespective of the immediate or estimated impact of any individual action, new policy or public engagement, what is important is to do what is right  every singly moment a day. Right from an interconnected perspective that embraces values at the individual level, interests at the organizational level and a sense of common well-being and safety at the societal, global level.

Author: Katrin Muff, PhD

Active in thought leadership, consulting & applied research in sustainability & responsibility, and directing the DAS & DBA programs