© Dr Robin Lincoln Wood Renaissance2 Foundation 82 · Action Logic % of Characteristics Strengths...
Transcript of © Dr Robin Lincoln Wood Renaissance2 Foundation 82 · Action Logic % of Characteristics Strengths...
© Dr Robin Lincoln Wood Renaissance2 Foundation 82
LEADERSHIP FOR THRIVEABILITY THE NEED FOR INTEGRAL LEADERSHIP
© Dr Robin Lincoln Wood Renaissance2 Foundation 89
© Dr Robin Lincoln Wood Renaissance2 Foundation 90
THOUGHT LEADERSHIP CURVE Focuses on Beneficial Human Emergence Scaled Up through ThriveAbility
Viable Futures underpinned by Integral Design (Beneficial Food, Water, Air, Energy, Habitat, Wellness etc.) and the ThriveAbility Approach
NEW ERA
NOW
CHAORDIC ZONE
BRIDGING ZONE
OLD ERA
LEADING THROUGH COMPLEXITY Thought Leadership utilises Integral Design to bridge the gap between the old and new eras:
• Thought Leadership anticipates what is coming next naturally, addresses underlying issues, triggers systemic change, and creates cultural resilience; all of which leads to long-term organisational and societal viability
• Integral Design uses deep insights plus action-based learning to create beneficially abundant innovation
© Christopher and Sheila Cooke 5Deep Ltd ThriveAbility Core Team Partners 91
ThriveAbility represents the for all of us.
This involves expressing our own unique abilities in a way that , while honoring the limits we each encounter in our striving for thrival.
It also requires us to , as we
design the integral pathways toward thrival for all.
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• Their design and implementation must be rooted in an understanding vastly different stakeholder values.
• Leaders must understand different types of values and tailor all aspects of sustainability projects accordingly.
• Components of the assessment, design, implementation, evaluation, and all communications should align the values of all key stakeholders.
The Key to Successful Sustainability Initiatives
• Long-term commitment toward sustainable development resides within an individual’s choice.
• Such choices are grounded in an individual’s deepest motivations, rooted in his or her personal values and action logics.
• Determine the choices made within the communities, organizations and businesses such leaders interact with.
• Are formed from the confluence of:
• historical forces • current life conditions • future possibilities
Personal Action Logics Collective Value Systems
Action Logic Characteristics Strengths % of executives
Opportunist Wins any way possible. Uses sustainability as a PR play/power boost
Crises & sales opportunities; short term focus; dealing with power cultures
5%
Diplomat Avoids overt conflict. Wants to belong; obeys group norms: reactive approach to sustainability
Acts as supportive glue in office; helps bring people together; CSR as usual
12%
Expert Rules by logic and expertise. Seeks rational efficiency. Values scientific & technical knowledge & certainty
Good as an individual contributor: excellent within own sustainability stovepipe
38%
Achiever Meets Strategic Goals. Team leader; juggles & integrates managerial duties &market demands
Well suited to managerial roles; action and goal oriented; ISO 14001 implementation
30%
Individualist Interweaves competing personal & company action logics. Creates unique structures to resolve strategy/ performance gaps
Systemic & integrated approach to diverse stakeholders; Effective in venturing and consulting roles
10%
Strategist Generates personal & organizational transformations. Exercises mutual enquiry, vigilance & vulnerability for short/long term
Effective as a transformational leader for large organizations and business ecosystems; proactively reframes sustainability issues; ISO 26000
4%
Alchemist Generates social transformations. Integrates material, spiritual & societal transformation
Good at leading large system and society wide transformation; Principle based, authentic, transparent
1%
Action Logic Characteristics Strengths % of executives
Opportunist Wins any way possible. Uses sustainability as a PR play/power boost
Crises & sales opportunities; short term focus; dealing with power cultures
5%
Diplomat Avoids overt conflict. Wants to belong; obeys group norms: reactive approach to sustainability
Acts as supportive glue in office; helps bring people together; CSR as usual
12%
Expert Rules by logic and expertise. Seeks rational efficiency. Values scientific & technical knowledge & certainty
Good as an individual contributor: excellent within own sustainability stovepipe
38%
Achiever Meets Strategic Goals. Team leader; juggles & integrates managerial duties &market demands
Well suited to managerial roles; action and goal oriented; ISO 14001 implementation
30%
Individualist Interweaves competing personal & company action logics. Creates unique structures to resolve strategy/ performance gaps
Systemic & integrated approach to diverse stakeholders; Effective in venturing and consulting roles
10%
Strategist Generates personal & organizational transformations. Exercises mutual enquiry, vigilance & vulnerability for short/long term
Effective as a transformational leader for large organizations and business ecosystems; proactively reframes sustainability issues; ISO 26000
4%
Alchemist Generates social transformations. Integrates material, spiritual & societal transformation
Good at leading large system and society wide transformation; Principle based, authentic, transparent
1%
MEASUREMENT FOR THRIVEABILITY THE NEED FOR APPROPRIATE MEASURES AND DASHBOARDS
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A THRIVING CIRCULAR ECONOMY POWERED BY CARING, RENEWABLE ENERGY & CONSCIOUS ENTERPRISE
Renewable
Energy
Thriving Global
Civilisation
Renewed Biosphere
Carrying Capacity © Dr Robin Lincoln Wood Renaissance2 Foundation 98
Not a particle of waste
The Carrying Capacity of My World
RESPONSABILITY & INNOVATION FOR THRIVAL
Flourishing
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Social Environment
GTI- Activating
ThriveAbility: 16 of
the Key Ingredients
Thrival
Thrival
Fair & Circular Economy Strategic
Innovation Drivers
Beneficial Leadership