Most of the management training and leadership development that you can find today is focused on “right hand” path – teaching objective, empirical and behavioural ways of knowing. But from an integral perspective developing leaders capable of operating beyond the conventional action logics must also include the left hand path, the interior “I” of the upper left quadrant and the intersubjective “we” space of the lower left quadrant. Developing post conventioal stage capacities start with awareness of interior as well as exterior realities.
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“A truly good book teaches me better than to read it. I must soon lay it down and commence living on its hint. What I began by reading, I must finish by acting”.
– Henry David Thoreau
A quote that is very much in tune with what we do Read also more about Integral Theory.
Enjoy the reading
If you could rent this for the same price with friendly service….
From the Financial Times this weekend:
“On a trip to Italy last July, I stayed at a hotel in Tuscany called Castello del Nero. Opened in 2006, it has featured in many best hotel lists around the world. I was visiting with my family (as a journalist on a complimentary stay) and was dumbfounded. Slow, forgetful service combined with unsatisfactory food left me wondering how the industry had reached a point whereby it could charge €500 a night for a hotel that was sub-standard – aside from the excellent spa. I was told some of the lapses were because of a departing chef. The trouble is, with the luxury hotel industry entering difficult times, there will be few opportunities for such excuses.
Next year will probably see a tough, consumer-led reappraisal of the market. Interestingly, early signs of this shakedown can be seen in the generally robust market for private villa rentals”
Read the full article here
The beginning is as classic as it can get. In the same way as the founder of McDonald’s, Ray Krock, asked himself, why it was so hard for a businessman to find a good hamburger on the road in the States, two consultants from Bain & Company in London, John Vincent and his colleague, Henry Dimpleby, realised that every day they encountered the same dilemma. Either they had to spend time on a healthy and nourishing lunch or get lunch from one of the traditional fast food chains.
One day, while they were looking at a sandwich glass case with despair in their eyes, John Vincent asked his colleague who also happened to be his best buddy from the years of school: ‘Hey, how do you think a fast food restaurant would look like if God had to design one?’ That statement was the very first step in creating ‘Leon’.
On their menu you find salads, soups and wraps for lunch and in the evening more solid meals like lamb and mackerel - but no sandwich in sight. Ingredients used are quinoa, broccoli, alfalfa, chicken, hummus, coriander and cardamom – as if it was a health food store and with reasonable prices between 5 and 8 dollars for a meal. Take a look at their menu here: http://www.leonrestaurants.co.uk/
But don’t be mistaken. Behind this cosy family image there is a powerful determination to make the world a better place. “We have to make an end to our industrial foods”, John Vincent says, “and it won’t happen before we get big enough to influence the development. That is why the goal is to reach 2.020 businesses before the year 2020 - if God will.
