This integral lens provides a map to jointly consider the nature of any situation.

 

 

 

 

We help our clients explore their challenges – in the leadership, organisational or societal domains – through an integral lens. The deceptively simple framework below, adapted from the work of Ken Wilber, provides a map to jointly consider the nature of any situation.

ken wilber integral lens
The four quadrants draw attention to different perspectives of the context: what is visible (exterior), what is subtle and intangible (interior), the individual and the collective.

We see whole people and whole systems and believe the answers to the challenges we face lie already in those systems. So our approach is not to fix something that is broken but to start from a place of looking with clarity at what is currently happening, and traveling together to achieve what is possible.

Our clients’ focus is often on tangible pressing problems and issues, for example poor employee engagement scores or a performance crisis (“Its” quadrant) or a request to build capability and skills amongst high-potential leaders or business partners (“It” quadrant).

Our view is that the quadrants are interdependent so that, whatever the starting point, we always pay attention simultaneously to all four quadrants. Our experience is that whilst there may be a primary focus in one quadrant, driving harder in one or two quadrants in isolation, with interventions of the same type, will only have limited impact.

Our most effective work happens when we engage in all dimensions – and navigate them in balance. We effect deep personal change as a conduit for organisational change, and vice-versa. Since we began working with this framework in 2001, we have developed it into a highly practical tool for consulting with our clients, targeting our interventions to make the greatest impact.

 

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