Integral Leadership and Developmental Theory - The Competencies to manage Complexity
Most leaders are unable to recognize, let alone change, the structural habits of attention used in their organizations.
- C. Otto Scharmer MIT and founding chair of ELIAS (Emerging Leaders Innovate Across Sectors)
Board Accord was established seven years ago and its aspiration was to be global in reach and global in thinking. Its vision was to raise good corporate governance practice across multiple jurisdictions.
Board Accord founder, Robert Gordon, was surprised by the absence of existing comprehensive frameworks to forensically interrogate all the different components of the Board and its ecosystem.
In response to that challenge Robert has slowly developed the Integral Board Framework. It has it intellectual roots in Integral Theory - a school of philosophy that seeks to integrate all of human wisdom into a new, emergent worldview that is able to accommodate multiple viewpoints. There have been numerous applications of Integral Theory across multiple domains – e.g. Integral Sustainability, Psychology, Design, Town Planning and so on. Robert has pioneered Integral and Developmental Theory’s application to the Boardspace.
The Integral Board presents a comprehensive map of all components of the Board and its domain. All reviews, master classes and conference topics are delivered through an Integral Board lens.
The framework is a two up two down model. The four quadrants powerfully make all the components visible to the whole and the whole visible to the components. All aspects of the Board and its ecosystem are captured within the model and in a short period of time Directors have a shared paradigm and lexicon to inform and empower authentic conversations around any aspect of the operation.
Values and Purpose
Cognitive, Psychological, DiSC,
IQ/EQ—Self Awareness / Cognitive Bias
(a flaw in judgement)
Develop and grow in Altitude, Capacity, Vertical Learning, Awareness
Work as a Self Actualisation engagement
Question — Why am I sitting at this Boardroom table?
Observable Behaviours to realise the mission/vision
Managing — Time, Energy, Resources, Emotions
'Horizontal skills' — financial, strategy, decision making
Develop and grow in Aptitude, Capability — 'skillful means' to realise personal
Question - What behaviours do I need to amplify, modify, abandon to support our
collective on-going success?
• Culture — How we do things around here to execute
strategy andfulfill our mission.
• Participate in enabled Collabora non and Contribution (trust / respect)
• Align mentV's Disruption —Group Think
Question — How might we challenge and support eaoh other, to read off the same
page, AND leverage off difference and diversity, to align collabora ävely to execute
mission and vision?
Entire Eco System — Risk
Processes. Procedures and protocols
Agility, Adaptability to manage VIJCAD Eco Systems
How best to forensically read/negotiate the Eco System, identify and capitalise on opportunities, from the instability and challenge, to manage the future as it arises.