<div dir="ltr"><div class="gmail_default" style="font-family:georgia,serif;font-size:small">Thanks Terry and Jim for the exciting context and expectation of what's next..... I'm reminded of the last 2 Trends articles sent out to our colleagues in Taiwan.</div>
<div class="gmail_default" style="font-family:georgia,serif;font-size:small"><br></div><div class="gmail_default" style="font-family:georgia,serif;font-size:small">Gail</div><div class="gmail_default" style="font-family:georgia,serif;font-size:small">
<br></div><div class="gmail_default" style="font-family:georgia,serif;font-size:small">
<p class="MsoNormal" align="center" style="text-align:center"><b><span style="font-size:12pt;font-family:'Times New Roman'">Reinventing Organizations</span></b><span style="font-size:12pt;font-family:'Times New Roman'"> - </span><span style="font-size:11pt;font-family:'Times New Roman'">by Frederic Laloux</span><span style="font-size:12pt;font-family:'Times New Roman'"></span></p>
<p class="MsoNormal" align="center" style="text-align:center"><b><i><span style="font-size:11pt;font-family:'Times New Roman'">A guide to creating
organizations inspired by the next stage of human consciousness</span></i></b></p>
<p class="MsoNormal" align="center" style="text-align:center"><span style="font-size:10pt;font-family:'Times New Roman'">(Selected insightful
reviews)</span></p>
<p class="MsoNormal"><span style="font-size:12pt;font-family:'Times New Roman'"> </span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'">What is a <i>“</i>Teal
Organization”? <i>In <a href="http://www.amazon.com/gp/product/B00ICS9VI4/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=B00ICS9VI4&linkCode=as2&tag=harojarc-20&linkId=XEQOERPYUBI3TAXG"><span style="color:windowtext;text-decoration:none">Reinventing
Organizations</span></a></i>, Laloux uses a color scheme, based on <a href="https://en.wikipedia.org/wiki/Integral_theory"><span style="color:windowtext;text-decoration:none">Integral Theory</span></a>, to
describe the historical development of human organizations: Red > Orange
> Green > Teal. He lists three
breakthroughs of Teal organizations:</span></p>
<p class="MsoNormal" style="margin-left:1in"><span style="font-size:11pt;font-family:Symbol">·<span style="font-size:7pt;font-family:'Times New Roman'">
</span></span><span style="font-size:11pt;font-family:'Times New Roman'">Self-management:
Driven by peer relationships. Any
person, in any team, can make literally any decision for the company (but with
advice from others in the company who would be affected).</span></p>
<p class="MsoNormal" style="margin-left:1in"><span style="font-size:11pt;font-family:Symbol">·<span style="font-size:7pt;font-family:'Times New Roman'">
</span></span><span style="font-size:11pt;font-family:'Times New Roman'">Wholeness:
Involving the whole person at work. The
point (of Team Organizations) is not to make everyone equal; it is to allow all
employees to grow into the strongest, healthiest version of themselves.</span></p>
<p class="MsoNormal" style="margin-left:1in"><span style="font-size:11pt;font-family:Symbol">·<span style="font-size:7pt;font-family:'Times New Roman'">
</span></span><span style="font-size:11pt;font-family:'Times New Roman'">Evolutionary
purpose: Let the organization adapt and grow (rather than be driven)<a name="_GoBack"></a>. Anyone can
lead. No one can dictate. You get to choose your cause. You don't have to put up with bullies and
tyrants. Excellence usually wins. Great contributions get recognized and
celebrated.</span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'"> </span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'">… on the leading-edge ... his work is concerned
with the extremely profound changes in consciousness, culture, and social
systems that we are seeing emerge … at this point in human evolution. </span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'"> </span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'"> Frederic
Laloux.. focuses specifically on the values, practices, and structures of
organizations — large and small—that seem to be driven by this extraordinary
transformation in consciousness occurring around the world. (Forward by Ken
Wilber)</span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'"> </span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'">... None of the recent advances in human history
would have been possible without organizations as vehicles for human
collaboration. The current way we run
organizations has been stretched to its limits, leaving us disillusioned by
organizational life. For people at the bottom of the pyramids work is more
often than not, dread and drudgery, not passion or purpose. That Dilbert
cartoons have become cultural icons says much about how organizations make work
miserable and pointless. Life at the top of the pyramids isn’t much more
fulfilling. Powerful corporate leaders experience quiet suffering too. Their
frantic activity is often a cover up for a deep inner sense of emptiness. Power
games, politics, and infighting take their toll on everybody. At both the top
and bottom, organizations (have become) playfields for unfulfilling pursuits of
our egos.</span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'"> </span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'">Survey after survey shows that a majority of
employees feel disengaged from their companies. The epidemic of organizational
disillusionment goes way beyond Corporate America; teachers, doctors, and
nurses are leaving their professions in record numbers because the way we run
schools and hospitals kills their vocation. Government agencies and
nonprofits have a noble purpose, but working for these entities often feels soulless
and lifeless just the same. All these organizations suffer from power games
played at the top and powerlessness at lower levels, from infighting and
bureaucracy, from endless meetings and a never-ending succession of change and
cost-cutting programs. <br>
<br>
We long for soulful workplaces, for authenticity, community, passion, and
purpose. Enlightened Management is not enough. In most cases, the system beats
the individual. (As) managers and leaders go through an inner transformation,
they often leave their organizations because they no longer will put up with a
place that is inhospitable to the deeper longings of their souls. <br>
<br>
We need more enlightened leaders, but we need also enlightened organizational
structures and practices.</span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'">“<span style="color:black">Laloux
confirms the absolutely critical role of leaders of TEAL organizations, despite
these organization’s self-managing nature. Even if the management team, or the
CEO are no longer the sole source of decision-making, their role is critical to
create and maintain a “space of development” and to role-model the new
culture and practices! In the words of Otto Scharmer (Theory U): "The
quality of results produced by any system depends on the quality
of awareness from which people in the system operate". Laloux
confirms this statement to be valid also for organizations operating at Teal
Consciousness.</span></span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman';color:black">In this
groundbreaking book, the author shows that every time humanity has shifted to a
new stage of consciousness, it has invented a whole new way of structuring and
running organizations, each time bringing extraordinary, </span><span style="font-size:11pt;font-family:'Times New Roman'">breakthroughs in
collaboration. A new shift in consciousness is currently underway. Could it
help us invent a radically more soulful and purposeful way to run our
businesses and nonprofits, schools and hospitals? <br>
<br>
The pioneering organizations researched for this book have already
"cracked the code." Their founders have fundamentally questioned
every aspect of management and have come up with entirely new organizational
methods. Though they operate in very different industries and geographies and
did not know of each other's experiments, the structures and practices they
have developed are remarkably similar. It's hard not to get excited about this
finding; a new organizational model seems to be emerging, and it promises a
soulful revolution in the workplace. <span style="color:black"></span></span></p>
<p class="MsoNormal"><span style="font-size:11pt;font-family:'Times New Roman'"> </span></p>
<p style="margin:0in 0in 12pt"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(43,12,3)">In terms of its structure, the defining characteristics of a
Teal organization includes self-organized teams, no executive team meetings,
radically simplified project management, most staff functions performed by team
members themselves, interviews of job candidates focused on "fit"
with values and purpose, significant training in relational skills and company
culture, personal freedom with authority as well as responsibility, no job
titles, individual purpose being compatible with organizational purpose, candid
discussion of work/life issues and commitments, focus on team performance,
self-set compensation with peer calibration of base pay, no promotions but
fluid rearrangement of duties and responsibilities, and dismissal only as the
very last step in mediated conflict resolution.
</span><span style="font-size:11pt;font-family:'Times New Roman'"><br>
<br>
Reinventing Organizations" describes in practical detail how organizations
large and small can operate in this new paradigm. Leaders, founders, coaches,
and consultants will find this work a joyful handbook, full of insights,
examples, and inspiring stories.<span style="color:rgb(43,12,3)"></span></span></p><p style="text-align:center;margin:0in 0in 12pt"><span style="font-size:11pt;font-family:'Times New Roman'">~~~~~~~~~~~~~~~~~~~~~~~~</span></p>
<p class="MsoNormal" align="center" style="text-align:center;line-height:normal"><i style><span style="font-size:12pt;font-family:'Times New Roman'">Why Self-Management Will Soon Replace Management</span></i></p><p class="MsoNormal" align="center" style="text-align:center;line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman'">Huffingtonpost.com, 7/16/2014</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(26,26,26)"> </span></p>
<p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">When I was doing the research for
my book, </span><span style="font-size:11pt;font-family:'Times New Roman'"><a href="http://invisibletribebook.com/"><span style="color:black"><span style="color:black">Igniting
the Invisible Tribe</span></span></a><span style="color:rgb(38,38,38)">, I stumbled
across an article by Gary Hamel called "First, Let's Fire All The
Managers." Released by Harvard Business Review in December of 2011 about a
California-based tomato processing company called Morning Star, I found the
idea of an organization "self-managing" itself to be fascinating,
compelling -- and frankly, confusing as hell.<span style>
</span>How in the world could an organization work without leaders!? It seemed
absurd.<span style> </span>But it clearly ... wasn't.
Morning Star was apparently a very successful organization where hundreds (in
peak-tomato season, thousands) of people work. They're the world's largest
tomato processor; or in other words, you've almost certainly eaten their
product. They claim revenues over $700 million per year. And they've been
working this way for over two decades.</span></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">What's going on here? Perhaps more
importantly, if traditional "management" is as grossly inefficient as
Hamel suggests in the above-mentioned article, why hasn't self-management
caught on?</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">Here are three reasons why
"self-management" principles haven't yet taken hold as a viable
organizational structure ... and why they will, (very) soon.</span></p><p class="MsoNormal" style="line-height:normal"><b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></b></p>
<p class="MsoNormal" style="line-height:normal"><b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">1) We don't think of
self-management as an actual "structure."</span></b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">When we think of organizational
design, most of us think of top-down hierarchy. In fact, we've been so
completely saturated with this idea that when it comes to organizing an
organization, many of us can't begin to picture anything besides something that
looks like some version of a typical pyramid structure.</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">What we don't realize is that, for
the most part, the entire universe is self-organizing. The natural world all
around us reflects self-management! As Chris Rufer, the founder of Morning
Star, stated in Hamel's article: "Clouds form and then go away because
atmospheric conditions, temperatures, and humidity cause molecules of water to
either condense or vaporize." The natural world around us constantly
adapts and responds to what it needs in order to function. Why couldn't our
organizations do this, too?</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">While a self-managed organization
does contain a definite structure, comparing it to a traditional organization
is like comparing a tomb for ancient pharaohs with a cloud in the sky. Both
entities were created by a certain set of rules, but the instruction manuals
are quite different.</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">In self-management, the
"structures" are generally sets of principles that elicit (or
prohibit) certain kinds of behaviors. At Morning Star, for example, the entire
organization is built on two principles: 1) No one has power or coercion over
anyone else, and 2) People must keep their commitments to each other. There are
other rules, of course, but with very little imagination one can see how a
foundational adoption of even just these two principles would drastically
reshape the mindset of a traditional organization.</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">As our companies respond to the
increasing speed of the marketplace, we're finding the bureaucracy that comes
with a top-down hierarchy somehow more burdensome than it used to be. Our daily
work continues to expand in complexity, and in response we are asked to think
more creatively in order to boost innovation, but our organizations actually
seem to stifle the very behaviors we're being asked to perform! We need to find
a way to get the organization out of the way of the work, and self-management
principles amplify this ability dramatically.</span></p><p class="MsoNormal" style="line-height:normal"><b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></b></p><p class="MsoNormal" style="line-height:normal">
<b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">2) We think this idea is new and
hasn't been proven to work.</span></b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">Thousands of years of evolutionary
biology has taught us to be wary of change. We're wired to flag differences in our
environment as potentially harmful and life threatening, and by default we put
things like "new organizational structures" in this category. While
this gut response was quite helpful to prevent us from being eaten by a
saber-toothed tiger, it's not so helpful when it's actually our current
environment that's killing us.</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">Study upon study is showing how </span><span style="font-size:11pt;font-family:'Times New Roman'"><a href="http://workrevolution.org/"><span style="color:black"><span style="color:black">the
way we're working isn't working very well</span></span></a><span style="color:rgb(38,38,38)">, and that we need an organizational renaissance at a
deep and systemic level. We may think that the principles of self-management
are newfangled and untested, simply because the majority of organizations we've
experienced haven't used them.</span></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">In his new book, Reinventing
Organizations (along with </span><span style="font-size:11pt;font-family:'Times New Roman'"><a href="http://www.self-managementinstitute.org/misperceptions-of-self-management"><span style="color:black"><span style="color:black">a fantastic article</span></span></a><span style="color:rgb(38,38,38)"> for the Self-Management Institute), author Frederic
Laloux clearly shows how wrong this misconception is. Providing organizational
examples like W. L. Gore, Whole Foods, Wikipedia, Patagonia, the Orpheus
Chamber Orchestra, and Alcoholics Anonymous, it's clear that self-organizing
organizations have been practicing these approaches for decades -- and they
continue to be tremendously successful to this day.</span></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">Furthermore, YOU may be the best
example of why this idea is actually much more proven than we think. After all,
how do you know who to date or who to marry? Who tells you when to have a baby
or start a family? How in the world do you function in your life without a
manager?</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">It turns out, <b>you've been
proving self-management ideas to be quite successful for as long as you've been
alive</b>.</span></p><p class="MsoNormal" style="line-height:normal"><b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></b></p><p class="MsoNormal" style="line-height:normal">
<b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">3) We're terrified of the idea of
an organization without managers/leaders.</span></b><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">This is a completely justified
fear, by the way. I have been a student of leadership for many years, and
decades of research have proven time and again how crucial the role of a good
manager/leader is. So how do self-managed organizations function without them?</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p>
<p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">Recently, </span><span style="font-size:11pt;font-family:'Times New Roman'"><a href="https://www.youtube.com/watch?v=Kp7N-gJ7Ab0"><span style="color:black"><span style="color:black">I interviewed Doug Kirkpatrick from the Morning Star Self-Management
Institute live on stage</span></span></a><span style="color:rgb(38,38,38)">. In my
opening, I referenced Gary Hamel's article and, to Doug, said something like,
"So now in Morning Star there are no managers whatsoever; tell us how you
got to this place."<span style> </span>He immediately
corrected me: "There are managers; <b>every single individual in the
enterprise is a manager</b>."<span style> </span>So,
how do organizations function without leaders? The short answer: they don't.<span style> </span>The difference is that in self-managed
organizations, <b>people are never "made" leaders by someone else.
Instead, they've simply decided to lead</b>. Things like credibility and
influence and the ability to make a good argument -- in general, doing the
things that are actually worth following -- are what leaders are made of in
these companies.</span></span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal">
<span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)">For our organizations to thrive in
the emerging economy, a mechanism that allows the best idea to win is vital. <b>The
political games and the posturing that happens within our current organizations
aren't creating any real value -- they're not improving the customer's life in
any way</b>. Our organizations must find ways to encourage more true leadership
behaviors, and a self-managed approach is one of the most powerful ways to
promote them.</span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:11pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p class="MsoNormal" style="line-height:normal"><span style="font-size:10pt;font-family:'Times New Roman';color:rgb(38,38,38)">This post is part of a series
produced by The Huffington Post and Great Work Cultures. The latter is creating
a new norm of work cultures that optimize worker effectiveness and human happiness.
</span></p><p style="text-align:left;margin:0in 0in 12pt">
</p><p class="MsoNormal" style="line-height:normal"><span style="font-size:10pt;font-family:'Times New Roman';color:rgb(38,38,38)"> </span></p><p style="margin:0in 0in 12pt"><span style="font-size:11pt;font-family:'Times New Roman'"><br>
</span></p>
</div></div><div class="gmail_extra"><br><br><div class="gmail_quote">On Tue, Aug 5, 2014 at 6:58 PM, James Wiegel via Dialogue <span dir="ltr"><<a href="mailto:dialogue@lists.wedgeblade.net" target="_blank">dialogue@lists.wedgeblade.net</a>></span> wrote:<br>
<blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex"><div dir="auto"><div>What a sweet word to arrive in the early morning. And a great story, Terry. We had a chance to visit with David Zahrt as the climate march came through Arizona. He talked about always wanting to do something about what was going on in the world and being frustrated how to move. He said, when he got to Chicago, to the Institutes, he found a structure to work in. Several of us have been studying a book, REINVENTING ORGANIZATIONS, that paints a picture, based on examples from different places in the world, of how an organization / institution might be STRUCTURED (even legally) to carry out similar values and insights to those you mentioned. The lines below emphasize your concern for the institution . . <br>
<div title="Page 19">
<div>
<div>
<p><span style="font-size:10.000000pt;font-family:'Palatino'">For thousands and thousands of years, people have lived on the
brink of famine and in fear of plagues, always at the mercy of a drought
or a simple flu. Then suddenly, almost out of nowhere, modernity has </span><span style="font-family:Palatino;font-size:10pt">brought us unprecedented wealth and life expectancy in the last two
centuries. And all this extraordinary progress has come not from
individuals acting alone, but from people collaborating in organizations. </span></p><p><br></p><p> Wiegel</p></div></div></div><div><br></div><div>I feel sorry for people who don't have dogs. I hear they have to pick up their own food if they drop it on the floor. (Found on Facebook)</div>
<div><br></div><div><span style="background-color:rgba(255,255,255,0)">James F. Wiegel</span></div><div><font color="#000000"><span style="background-color:rgba(255,255,255,0)"><br><a>401 North Beverly Way, Tolleson, Arizona 85353</a></span></font></div>
<div><font color="#000000">Tel.</font><span style="font-size:13pt;background-color:rgba(255,255,255,0)"> </span><a href="tel:011-623-936-8671" style="font-size:13pt" target="_blank">011-623-936-8671</a><span style="font-size:13pt;background-color:rgba(255,255,255,0)"> </span><span style="font-size:13pt;background-color:rgba(255,255,255,0)">or</span><span style="font-size:13pt;background-color:rgba(255,255,255,0)"> </span><a href="tel:011-623-363-3277" style="font-size:13pt" target="_blank">011-623-363-3277</a></div>
<div class="MsoNormal" style="margin-bottom:0.0001pt"><a rel="nofollow" href="mailto:marilyn.oyler@gmail.com" style="background-color:rgba(255,255,255,0)" target="_blank"><font color="#000000">jfwiegel@yahoo.com</font></a></div>
<div class="MsoNormal" style="margin-bottom:0.0001pt"><a rel="nofollow" href="http://www.partnersinparticipation.com/" style="background-color:rgba(255,255,255,0)" target="_blank"><font color="#000000">www.partnersinparticipation.com</font></a></div>
<div><span style="background-color:rgba(255,255,255,0)"><br></span></div><div><span style="background-color:rgba(255,255,255,0)">Upcoming public course opportunities:</span></div><div><span style="background-color:rgba(255,255,255,0)">ToP® Facilitation Methods: <a>Sep 9-10</a>, <a>Nov 18-19, 2014</a> <a rel="nofollow" href="http://partnersinparticipation.com/?page_id=48" target="_blank">Click to watch video</a>.</span></div>
<div><span style="background-color:rgba(255,255,255,0)">ToP® Strategic Planning: <a>Oct 7-8, 2014</a> <a rel="nofollow" href="http://partnersinparticipation.com/?page_id=50" target="_blank">Click to learn more</a>.</span></div>
<div><span style="background-color:rgba(255,255,255,0)">Facilitation Mastery: The Mastering the Technology of Participation program begins in Oakland on <a>Nov 12-14, 2014</a> <a rel="nofollow" href="https://www.youtube.com/watch?v=Cz3mniiYCdI" target="_blank">Click to watch video</a>.</span></div>
<div><span style="background-color:rgba(255,255,255,0)">For online registration go to <a rel="nofollow" href="http://www.top-training.net/" target="_blank">http://www.top-training.net</a></span></div><div><span style="background-color:rgba(255,255,255,0)">The AZ ToP® Community of Practice meets the 1st <a>Friday, 1-4 pm</a>, starting again <a>on Sept 5th</a> at ACYR, <a rel="nofollow" href="https://www.google.com/maps/place/648+N+5th+Ave/@33.456329,-112.080545,16z/data=!4m2!3m1!1s0x872b123a5312512d:0x93c9f71171108956?hl=" target="_blank">648 N. 5th Avenue, Phoenix, AZ 85003</a></span></div>
<div><span style="background-color:rgba(255,255,255,0)">AICP Planners: 14.5 CM for all ToP® courses</span></div></div><div><br>On Aug 5, 2014, at 2:33, Terry Bergdall via Dialogue <<a href="mailto:dialogue@lists.wedgeblade.net" target="_blank">dialogue@lists.wedgeblade.net</a>> wrote:<br>
<br></div><blockquote type="cite"><div><div dir="ltr">
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt">At my initiative
last May, I informed the ICA-USA Board of Directors that I thought it was time
for them to begin the process of identifying my replacement as ICA’s executive
officer. Since this listserv represents the community to which I feel
accountable, it is appropriate that I share with you my thoughts about this
decision. It also is my effort to answer questions that I suspect many people
will have when they hear the news.</p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt"> </p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt">It was in early January
2007 when I was first presented with the idea of becoming Executive Director of
ICA-USA. My initial response was strongly negative. I was enjoying the fruits
of nearly 20 years, following the disbanding of the Order, as a successful
independent consultant. I considered myself to be an eager and active player in
expanding the reach and impact of the OE community, the “flowering of the Order”
as some have called it, through a wide array of creative activities that were
generally beyond its grasp when it was more tightly bound. Why give that up to
wrestle with the problems, and potential drudgery, of institutional life? </p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt"> </p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt">Despite my initial
“no,” a seed was planted and ideas about ICA’s future continued to grow within
my imagination. The reason for embracing institutional challenges is because
they have a way of outlasting us all. I wanted to ensure that the principles,
perspectives, values, and wisdom that have motivated people during the past 50
years would continue to have a living home. This is manifest in new programs
that give practical form to truths like: (1) everyone has gifts, assets, and
capacities; (2) the external situation is never the problem; (2) people live
out of images and when images change, behavior changes; (4) an emphasis on
cultural dimensions of the social process is the key to addressing economic and
political contradictions. My passion was, and is, to ensure these points, and
others like them, are embedded in the institutional fabric of an organization
that will continue beyond my lifetime. The vision, therefore, is ICA as a branded
vessel for profound insights that inspire people to action.</p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt"> </p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt">My commitment when
I took this job involved three objectives:<span> </span>create innovative new programs built upon the legacy of
ICA’s past while addressing new realities, obtain economic stability, and to pass
on the organization to new leadership looking toward the next 50 years. I feel
very good these days about the dynamic programs for which ICA-USA enjoys a
growing high-profile reputation -- the neighborhood work with “Accelerate 77,”
the emergence of the “GreenRise Learning Laboratory” at 4750, leadership
development of university students through contextual education and civic
engagement, and the spreading of ToP facilitation methods throughout the
country. ICA’s international connectedness is a powerful feature of its work. Economic
stability remains an elusive objective requiring constant diligence but is
never reason for inaction. Based on all of the above, I believe now is the
right time to enable a successful transition to new leadership from among those
who are attracted to ICA’s underlying purpose and in-depth programs.</p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt"> </p>
<p class="MsoNormal" style="margin-top:0in;margin-right:0in;margin-left:0in;margin-bottom:0.0001pt">To that end, I will
post information very soon from the ICA-USA Board of Directors about the
succession process to appoint a new CEO.</p>
</div>
</div></blockquote><blockquote type="cite"><div><span>_______________________________________________</span><br><span>Dialogue mailing list</span><br><span><a href="mailto:Dialogue@lists.wedgeblade.net" target="_blank">Dialogue@lists.wedgeblade.net</a></span><br>
<span><a href="http://lists.wedgeblade.net/listinfo.cgi/dialogue-wedgeblade.net" target="_blank">http://lists.wedgeblade.net/listinfo.cgi/dialogue-wedgeblade.net</a></span><br></div></blockquote></div><br>_______________________________________________<br>
Dialogue mailing list<br>
<a href="mailto:Dialogue@lists.wedgeblade.net">Dialogue@lists.wedgeblade.net</a><br>
<a href="http://lists.wedgeblade.net/listinfo.cgi/dialogue-wedgeblade.net" target="_blank">http://lists.wedgeblade.net/listinfo.cgi/dialogue-wedgeblade.net</a><br>
<br></blockquote></div><br><br clear="all"><div><br></div>-- <br><i>Gail West, ICA</i><br><i>3F, No. 12, Lane 5, Tien Mou W Rd<br>Taipei, Taiwan 111<br>Ph) 8862) 2871-3150</i><br>email) <a href="mailto:icataiw@gmail.com" target="_blank">icataiw@gmail.com</a><br>
Skype) gwestica<br><a href="http://www.icatw.com" target="_blank">www.icatw.com</a>
</div>