Sublime

The next morning, participants are asked to gather in the same teams of eight people to pick up the thread from the previous day. Each team is invited to define two to three initiatives that could turn the vision they had imagined the previous day into reality.

focus on four specific principles governing trustworthy behavior:

This spiritual insight inspires Teal Organizations’ second breakthrough: to create a space that supports us in our journey to wholeness. Extraordinary things begin to happen when we dare to bring all of who we are to work.

You see obscurity is only about giving away our own inner light. It’s fine to find a guide, or follow a system or any of these things, but we must be careful about our own beliefs. The system or the teacher is just a raft to get us to the other side, and sooner or later, we must step off the raft. Obscurity is our addiction to the raft, our addicti

Vistar Method of circle formation,

The answer comes in the form of management by objectives. Top management formulates an overall direction and cascades down objectives and milestones to reach the desired outcome. To a certain degree, the leadership doesn’t care how the objectives will be met, as long as they are met.

Teaching case-in-point also requires a kind of “moving into the void” as Buddhists might describe it. Freudians would call it tapping into wellsprings of the unconscious. Jungians would call it tapping into a collective unconscious. You are working on an edge, and in that space you feel confused. That’s a symptom of being in the void. Often, I don’

Without realizing it, too many leaders assume that the role of leadership is to control. They espouse Plato’s “division of labor,” which, according to social thinker Hannah Arendt, has influenced government and military structures for thousands of years.