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.

 

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?

 

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.

 

My commitment when I took this job involved three objectives:  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.

 

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.

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