An Aspirational Model July 2016

THE PURPOSE

AND MODE OF OPERATION

OF

THE HOPEWELL CENTRE

AS AN INTEGRAL

ORGANISATION

Prepared by Dr Ross Keane from data in The Hopewell Strategic Planning Document

and Frederic Laloux’s “Reinventing Organizations.” (Nelson Parker, 2014)

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THE HOPEWELL HOSPICE AND CENTRE Healthcare with Heart

Table of Contents Page 2

Hopewell’s Founding Purpose 3 Our Guiding Vision 3

Our Primary Values 3

Our Major Areas of Responsibility 3

Aspirational Goals and Guiding Principles 4

Reinventing Organisations 5

1. What Does It Mean To Say Hopewell Is An Integral Organisation? 5

2. Hopewell’s Founding Purpose Truly Matters 5

2.1 Listening to Hopewell’s Evolutionary Purpose 5

3. Life As A Journey Of Unfolding. 6

4. Major Characteristics Of Integral Systems 6

5. Stages Prior To Integral In Organisational Evolution 6

5.1 The Orange Leader 6

5.2 Pluralistic Green Leader 7

5.3 Comparison: Orange – Green – Teal (Integral) Consciousness 7

6. Concepts Underlying Integral Systems 7

7. Evolutionary Purpose of Integral Organisations 8

7.1 Core Assumptions of Integral Evolutionary Organizations

7.2 Operational Assumptions Guiding An Integral Organization 8

8. Characteristics of Wholeness 9

8.1 A Deep Striving for Wholeness 9

9. Characteristics Of Self-Management 10 9.1 Critical Role of the CEO in Self-Management 10

9.2 Guidelines for Self-Managed Teams. 10

9.3 Guidelines For Decision-Making 11

9.4 Use Inner Sense of Rightness as Your Compass. 11

9.5 The Advice Process in Decision-making 11

9.6 Responsibilities 12

9.7 Information Sharing and Feedback 12

9.8 Creating a Safe Environment. 13

9.9. Issues Re Conflict 13

9.10 A Process to Manage Conflict & Anger 13

9.11 Performance Management 14

9.12 Team Supervision 14

9.13 Importance of Reflective Spaces 14

THE HOPEWELL CENTRE

Healthcare with Heart

Hopewell’s Founding Purpose Purpose and Vocation: The place where our deep gladness meets the world’s needs. (Frederick Beuchner)

Founded in the Christian tradition and embracing the richness of other spiritual traditions

Hopewell Hospice exists:

To provide quality of life for terminally ill people and their families in a loving,

homelike environment.

To provide emotional support and life skills for children and their families who are

experiencing change, loss, illness or grief to enable them to move forward in life with

confidence to meet future challenges.

To provide educational services which embed learning into human experience and

service.

Our Guiding Vision Healthcare with Heart

Our Primary Values

Evolution through integral practices.

Behaviour that shows respect towards everyone and recognises their

contribution.

Constructive Communication with integrity and authenticity.

Our Major Areas of Responsibility

To encourage the Hopewell community to explore issues of life and death in an

atmosphere of compassion, unconditional love and hope which are the hallmarks of

mature spiritual practice.

To provide excellent medical, nursing, psychological and spiritual care for residents

and their families who are facing the prospect of living with the reality of death.

To provide pastoral, spiritual and psycho-educational programs that support children

and adults who are experiencing change, loss, illness or grief.

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Aspirational Goals and Guiding Principles

Identified in Hopewell’s Current Strategic Plan.

Strong, Accountable Teamwork

1. As a Values-driven organisation, we will recruit and orient staff around our values.

2. We will provide regular on-going personal & professional development, including

training in non-violent communication &conflict resolution for staff and volunteers.

3. We work in self-managed teams characterised by a sense of accountability and

stewardship.

4. We commit to open, authentic communication and to acting ethically at all times.

5. All change and innovation will be made in accord with agreed procedures.

Enduring Viability & Sustainability

6. We will inspire others by our sharing and promotion of our vision and purpose.

7. We will continually strive to maintain and grow our funding.

Providing High Quality Service

8 We will always meet accreditation & legislative standards, including those of Fair

Work Australia.

9 We commit to providing regular opportunities for critical reflection.

10 We are committed to using inclusive practices at all times.

11 We are committed to seeking regular feedback from our staff, volunteers and clients

(i.e. Hopewell Hospice, Paradise Kids, Education Services)

A Co-operative & Safe Working Environment

12 We are committed to recognising and managing any power imbalances.

13 Our focus will be firmly on peace-making, rather than peace-keeping.

14 We will offer Mediation wherever relationships become strained.

15 We will provide effective chaplaincy-spiritual care services for all staff.

16 We will provide an Employee Assistance Program for staff; and effective OHS

systems that ensure the safety of all in our facilities.

Valuing Staff, Volunteers & Hopewell Community

17 All who work in our facilities will receive regular feedback & encouragement.

18 Our communication systems will effectively meet the circumstances of our

volunteers.

Community Engagement & Participation

19 We are committed to knowing if we have raised awareness of our services through

technology and education services.

REINVENTING ORGANISATIONS Adapted from Fredric Laloux Reinventing Organisations

1. What Does It Mean To Say Hopewell Is An Integral Organisation?

Integral: The word means to integrate, to bring together, to join, to link, to embrace.

Applied to Hopewell this means we propose to work together, not just in a sense of

uniformity, and not in the sense of ironing out all the differences, colours, zigs and zags of a

rainbow-hued humanity, but in the sense of a strong unity-in-our-diversity, in our shared

commonalities, and our wonderful differences…. (Ken Wilber)

2. Hopewell’s Founding Purpose Truly Matters

The integral way of working together to pursue Hopewell’s founding purpose invites people

to ‘show up with all of who they are’ - and then, together unleash the human energy and

creativity that will give the place its direction.

People do not grow by responding to small self-centred purposes. Colleagues work together

at Hopewell in pursuit of the high vision put forward by its mission that asks the deeper

questions of meaning and purpose of the individual and of the organization.

Many wisdom traditions affirm that when we act from deep integrity, and align with what we

feel called to do, the universe conspires to support us.

People are supported, are shown, and meet people and opportunities at Hopewell that help

them grow in their journey towards wholeness & integration, individually and collectively.

When people follow their calling, life brings up the right opportunities at the right time.

Success and happiness cannot be pursued; they come as unintended side effects of our

dedication to causes greater than ‘myself’.

A person’s responsibilities are considered in the light of their life journey, potential, hopes

and calling. Each person is challenged to heed the inner voice, their longings, their calling and

their soul, and their congruence with the founding purpose of Hopewell.

People can bring their personal histories and baggage, and through the practices and training

they are enabled to grow towards wholeness in their inner lives - while pursuing outer work.

2.1 Listening to Hopewell’s Evolutionary Purpose

Remember - Hopewell is a living system.

What is Hopewell’s identity and what does it want?

What is this living systems creative potential?

We don’t need to tell it what to do.

Join it in its dance - discover where it will take us.

What does my own purpose drive me to do?

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3. LIFE AS A JOURNEY OF UNFOLDING.

The ultimate goal in life is to become the truest expression of myself - to honour my

birthright, gifts, callings and to be of service to humanity and the world.

Growing into our true nature and honouring our calling is the driving force. (Our Vocation)

Life is seen as a journey of personal and collective unfolding toward our true nature.

Beneath the surface of our lives is a deeper and truer life waiting to be acknowledged.

Life is not asking us to become anything that is not already seeded in us.

We can move from a deficit-based to a strength-based paradigm.

We are not problems waiting to be solved but potential waiting to unfold.

Obstacles are seen as life’s way to teach us about our self and the world.

4. MAJOR CHARACTERISTICS OF INTEGRAL SYSTEMS

(i.e. Evolutionary/Teal)

Integral systems are viewed as a living organisms with three major characteristics:

a) Evolutionary Purpose Members are invited to listen in and understand what the

organization wants to become and what purpose it wants to serve

b) Wholeness A consistent set of practices that invite us to reclaim inner

wholeness and bring a sense of ‘who we are’ to work.

c) Self-management Based on peer relationships rather than hierarchy or consensus.

5. STAGES PRIOR TO ‘INTEGRAL’ IN ORGANISATIONAL EVOLUTION

Orange and Pluralistic Green Organizations

5.1 The Orange Leader sees change

As an opportunity for innovation that is project and process driven.

Management formulates direction and cascades down objectives and milestones to

achieve an outcome.

Strategic planning, key performance indicators, mid-term planning, budgeting

performance appraisal, quality awards are key words & processes in this thinking.

Leaders keep making decisions higher up that would be better left in hands of lower

hierarchy. It is an important breakthrough in meritocracy but it still thinks of

organizations as machines.

Changes are mapped in blueprints and implemented according to plan with an

occasional team building ‘soft’ approach.

These organizations can often feel lifeless and soulless.

Questions of meaning and purpose feel out of place.

5.2 Pluralistic Green Leader

Is highly sensitive to people’s feelings.

Insists that all perspectives deserve equal respect.

Unlike Orange, which glorifies decisive leadership, Green insists that leaders should

be in service to those they lead.

Green is uneasy with power and hierarchy with grueling talk sessions and stalemate.

Greens breakthrough is empowerment, and leading with humility.

It is a values-driven culture with inspirational purpose.

The culture is paramount with no hierarchy.

‘Family’ (or Community) is the guiding metaphor.

5.3 Comparison: Orange – Green – Teal (Integral) Consciousness

Orange Organizations feel obliged to have a task force come up with values and mission

statements but that does not have traction because in Orange the yardstick for success is still

‘lets go with what will deliver bottom line results.’

Values and Mission statements make tremendous sense at the Green & Teal Levels (Integral.)

Organizations at Green & Integral consciousness can start healing the world of the wounds of

modernity.

At these higher levels of consciousness leaders can put in place structures, practices and a

culture that help members to adopt behaviours of more complex paradigms that, as

individuals, they have not yet fully integrated.

People transitioning into an integral organization accept there is an evolutionary move

towards more complex and refined ways of dealing with the world.

6. CONCEPTS UNDERLYING INTEGRAL SYSTEMS

The most exciting breakthroughs of the twenty first century will not occur because of

technology but because of an expanding concept of what it means to be human. John Naisbitt

Growing into a new form of consciousness is always a highly personal unique and mysterious

process. Usually a major life challenge that cannot be resolved from the level of

consciousness that a person is at, helps that person develop. When someone is surrounded by

peers who already see the world from a more complex perspective, in a safe context in which

to explore inner conflicts, chances are high that the person will make the leap.

No one can be made to grow but we can all create environments that are conducive to

growing into later stages.

Consciously or unconsciously an organization cannot develop beyond the stage of

development of its leadership.

The more complex our worldview and cognition the more effectively we can deal with the

problems we face.

Leaders put in place organisational structures that correspond to their way of dealing with the

world.

Many corporate ills can be traced to fearful egos: politics, bureaucratic rules and processes,

endless meetings, analysis paralysis, information hoarding and secrecy, wishful thinking, lack

of authenticity, with decision-making from the top.

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7. EVOLUTIONARY PURPOSE OF INTEGRAL ORGANISATIONS

(Teal / Authentic)

7.1 Core Assumptions of Integral Evolutionary Organizations

1. You reap what you sow –this is a fundamental spiritual truth.

2. Fear breeds fear - Trust breeds trust.

3. Self-managing structures remain countercultural in society today.

4. Staff are creative, thoughtful, trustworthy adults who are also accountable, fallible

and unique.

5. People want to use their talents and skills to make a positive contribution to the

organization and to the world.

6. The wellbeing of patients and clients always trumps the organisation’s self interest.

7. An integral organization strives for wholeness and a community spirit that supports

people’s longing to be fully their authentic selves at work.

8. All wisdom traditions posit that people have to learn to tame the ego and develop a

capacity to trust the abundance of life. People need to operate from an attitude of

trust and abundance - not from fear and scarcity.

7.2 Operational Assumptions Guiding An Integral Organization

AA has 1.8 million members who operate on self-managing principles, structures and practices.

a) All people are of equal worth and all are essentially good unless proven otherwise.

b) Without happiness there is no quality performance.

c) All staff are encouraged to grow into the strongest, healthiest version of themselves.

d) Value is created on shop floor.

e) When people work in small teams of trusted colleagues and have the resources and

power to make the decisions- they feel needed and extraordinary things can begin to

happen.

f) Unequal power distribution does not make for a joyful place of self-expression in

pursuit of a meaningful purpose.

g) In a self-managing context people naturally come across many opportunities to learn

and grow and senior leaders don’t need to worry about people getting right exposure.

h) Self-managing organizations are complex, participatory, interdependent, and

continually evolving.

i) More management and leadership is happening at any time in integral organizations

without fulltime managers.

j) There are no leadership roles to prepare people for, and no talent management,

succession or career planning needs.

k) Careers in self-managing orgs emerge organically from people’s interests, callings

and opportunity.

l) Staff accumulate authority by showing expertise, helping their peers & adding value.

m) If people shift their belief system, someone will speak up and say: ‘Wait a minute:

does this new process fit our assumptions, I think not....’

n) Innovations can spring up from all quarters.

o) Meetings are held when needed.

p) The more powerfully you advance the orgs purpose, the more opportunities open up.

q) No dominating hierarchical systems exist.

8. CHARACTERISTICS OF WHOLENESS

“In many wisdom traditions the highest purpose in life is overcoming separation and

reclaiming wholeness”

8.1 A Deep Striving for Wholeness involves…

a. Responding to our deepest calling in life, which is to reclaim wholeness.

b. A need for created space that supports us and where we can be fully myself.

c. Bringing together the ego and deeper parts of the self.

d. Integrating mind, body and soul, masculine and feminine within.

e. Being whole in our relations with others.

f. Living with relationships that are open to challenge, coaching and new growth.

g. Recreating community on a new grounding: We can listen each other into selfhood

and wholeness.

h. Repairing our broken relationship with life and nature. We are not separate from, but

one with, nature. Also, bringing animals and children in may ground us.

i. Accepting we are interconnected and part of the web of life and consciousness.

j. Not separating the professional from the personal and not talking about ‘work life

balance.’ That separates self from what really matters.

k. Accepting that we all bring personal histories and baggage and it is possible to create

practices that support our inner-work while doing the outer work of the organization.

l. Realizing that when we leave part of ourselves behind we cut ourselves off from part

of our potential, creativity and energy.

m. Being prepared to tap into all domains of knowing - including intuition, metaphor and

symbols and images that arise in dreams and meditations.

n. Each time our fears are triggered is an opportunity to learn and grow into more

wholeness, reclaiming aspects of ourselves that we have neglected or pushed into the

shadows. Inviting our humanity to work.

o. Safe and open working environments creates space that gives us best chance to hear

our soul truth and follow it.

p. Each team has to develop a sense of purpose, pride and identity.

q. Making decisions at the level of the teams’ expertise.

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9. CHARACTERISTICS OF SELF-MANAGEMENT

9.1 Critical Role of the CEO in Self-Management

The CEOs developmental stage determines the success of any organization

operating from Integral.

CEO must carry moral authority and authenticity by being “myself” in the

presence of others and being a role model of self-management, wholeness and

purpose.

This person has to be wise or noble enough to give away some power.

Must take advice, not impose. Trust people to do the right thing. Energy is in

trust.

The starting point is to look for enthusiasm, strengths & existing capabilities in

the team.

Participate in projects; lead an initiative; participate in recruitment; mediate

conflicts; meet with patients, clients and regulators.

CEO must add value or else colleagues won’t trust.

9.2 Guidelines for Self-Managed Teams.

The aim is to create healthy self-managed and informal teams based on the integral

assumptions.

When you think about the year ahead, think about what goals will guide you. Yearly

plans are made to guide initiatives in Client care, Quality service and Training. Specific

decision-making techniques are employed.

A team should not exceed than 12 people and any one person should not be given too

many tasks. A member of each team is involved in recruiting for their team.

There is no hierarchy of middle managers nor is there an executive team.

Regional coaches are appointed who hold regular coaching meetings and provide the

training, coaching and tools required for self-management. People learn different kinds of

listening and communication skills.

The coach lets teams make their own choices but also helps them by asking insightful

questions.

Team meetings are held monthly with open agendas, four times with regional coaches in

attendance. Teams appraise each other.

Teams may hold short ad hoc meetings as required where structure follows emerging

need. Coordination is treated and knowledge is exchanged. Teams are trusted to do

the right thing.

When a problem arises, an ad-hoc meeting happens. Structures may emerge

spontaneously, and may subsist as long as they add value to the eco-system.

Responsibility for decision-making lies with teams. It’s OK for teams to struggle, it

builds resilience and community. If there is no principled objection, a proposed solution

to a proposal will be adopted.

Titles ‘employee’/‘manager’ are replaced by ‘colleague’.

Every person takes on a commitment to colleagues. Anyone can bring about important

decisions, help to resolve conflicts, or take leadership. All called to grow from inside out.

Needs are prioritized through collective intelligence. They can be scaled according to the

number of staff and need to be enjoyable as well as meaningful.

The more you increase individual responsibility the better are the chances for group

improvement.

People spend 80 percent of time on their primary responsibilities and 20 per cent on what is

needed by any other project or team.

Staff may find avenues to express talents and gifts that their primary responsibilities call for.

They may self-nominate to create a temporary project team if interested and excited.

9.3 Guidelines for Decision-Making.

The Board makes decisions on strategic matters and matters mandated by law.

The Board make operational decisions only if consulted by the CEO.

This allows community, humility, learning, better decisions and fun which aligns with

values.

9.4 Use Inner Sense of Rightness as Your Compass.

Does this decision feel right?

Am I being true to myself?

Is this in line with who I sense I’m called to become?

Am I being of service to the world?

9.5 The Advice Process in Decision-making

Anyone can make a decision but advice must be sought from all affected parties.

An Advice process gives everyone affected an appropriate voice.

There is no prescribed format for seeking advice.

Advice does not work through hierarchical authority and everyone is given a voice.

Consensus can sometimes gives people power to paralyze.

The member does not have to integrate the advice but it must be given serious considerations.

No one person has power to block a group.

People have freedom to seize opportunities and make decisions and listen to others.

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9.6 Responsibilities

People don’t have a role but fill a number of responsibilities.

Responsibilities evolve organically all the time.

Staff do not need approval from a ‘boss’ to change responsibilities but do need consent from

peers.

Staff follow the Advice process and bounce idea off relevant others when a responsibility

must be created, modified or scrapped.

Personal mission statements may be created, spelling out the purpose of the responsibilities

committed to.

As people grow in experience they can take on larger responsibilities & off-load simpler ones.

Staff can broaden the scope of their work using the Advice Process.

Rules around responsibilities are decided within teams.

A very busy person can ask a colleague to pick up a role temporarily.

All colleagues have an obligation to do something whenever they sense a problem.

‘It is not my problem’ is not an acceptable attitude.

Concerns are not limited to the scope of personal responsibilities. All must take the wellbeing

of the whole to heart.

9.7 Information Sharing and Feedback

Self-managing teams need to have all available information to make decisions.

Everyone has access to all information at the same time.

People are trusted to deal with good and bad news.

Self-managing orgs use intra-net.

No scripts in meetings, questions can be asked, frustrations can be vented; accomplishments

and people spontaneously celebrated.

Reinforces the feeling of community; and colleagues gain an understanding of situations.

Anyone who needs to, can make a decision if Advice is gained.

In a crisis situation transparency is important.

Hiding information in tough times is fear that staff might not be able to handle difficult news.

Full transparency is needed about the scope of top-down decision-making.

If top-down is needed, appoint someone who won’t continue to exert power after the crisis.

10. Creating a Safe Environment.

Raise awareness of words and actions that create or undermine a safe working environment.

Provide training on values and ground rules, rights and responsibilities, which create common

references.

Stand back from your need to be right in order to hear and respect others’ realities and

perspectives.

Differentiate between thoughts and behaviour.

Demeaning speech and behaviour is not allowed: e.g. ridicule, sarcasm, rolling eyes, negating

a person.

11. Issues Re Conflict

The soul’s claims can be demanding, when we are asked to speak a truth that others might not

like to hear.

Soul calls us to speak out over everyday matters when our selfhood is at stake.

Without conflict we may be over-accommodating or over-protective.

Conflict management can help people bring tensions to the surface.

Here is how I feel; Here is what I need; What do you need?

12. A Process to Manage Conflict and Anger

This process requires a culture whereby people feel safe, are encouraged to hold each other to

account, and possess the needed skills, processes, maturity and grace.

In self-managing teams conflict is dealt with by a fundamental process. Every new recruit is

offered training in non-violent communication. Individuals should never use force and should

honour their commitments.

Morning Star has a core document called Direct Communication and Gaining Agreement.

Sit together and try sort out privately. Make a clear request.

If solution is not agreed on, nominate a colleague.

If mediation fails, a panel of topic relevant colleagues convened.

The panel cannot force a decision but it does carry moral weight.

If necessary the CEO can be called in.

Confidentiality is upheld.

Freedom and responsibility are two sides of same coin.

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13. Performance Management

All work is done with love and dedication and colleagues exchange feedback frequently.

Are we collectively doing a good job and contributing to the organization’s purpose?

Performance reviews and individual appraisals happen within teams.

We are relational beings who thrive on honest feedback.

An Integral group is high on trust and low on fears.

Feedback from peers allows for meaningful reflection of one’s contribution.

Integral values are intrinsic and to be valued over extrinsic motivators.

Hold periodic Values days to revisit the organisation’s purpose values and ground rules.

Hold Values meetings to bring up issues re values in workplace.

Conduct an annual survey around the values and ground rules.

14. Team supervision

Working in teams brings up tensions.

Peer coaching and the power of the team can help team members to work through issues.

No advice, admonitions or reassurance.

Invite deep listening, authenticity, vulnerability to help colleagues discover their own

solutions.

Check-in with peers at the beginning of meetings and check-out with all at the end.

Take silent time to reflect: ‘Am I in service to the topic we are discussing and to the

organization.’

15. Importance of Reflective Spaces

Silence and a quiet mind let truth in.

Spend time in silence, mindfulness, meditation, prayer, in nature.

Have regular time together that fosters a sense of community and a common language.

Summary

‘An Integral organization is viewed as an energy field, an emerging potential, a form of life

that transcends its stakeholders, pursuing its own unique purpose. We don’t own or run the

organization, instead we are stewards and a vehicle that listens to the organisation’s deep

creative potential to help it do its work in the world.’

PROFILE: DR ROSS FRANCIS KEANE

ROSS F. KEANE, Ed.D., M.A., M.Ed. Admin, B. Ed., BA (Hons) Ross Keane holds a Doctorate in Adult Learning with a specialisation in Human Resource Development (Toronto); a Masters Degree in Community & Organisational Development (Chicago); and a Masters in Educational Administration (Armidale). Over the past 25+ years, Ross has partnered with clients across the globe as a professional process facilitator, successfully spearheading diverse projects involving:

- managing complex change - leadership/management development, coaching and training - evaluation and strategic planning in large organisations and systems - enhancing the learning and development of people in systems - training executives in leadership skills and process facilitation.

Since 1981, Ross has been the Director of Keane & Associates “Working with Spirit: Facilitating Learning, Leadership and Change. He and his wife, Elizabeth, have been operating this successful consultancy business, specialising in organisational change and learning, to support many communities and organizations. Through innovative consulting and the development of tailored programs that deliver strategic solutions specific to the clients’ needs, Ross and Liz have earned the highest level of respect from all those with whom they have interacted and collaborated. Concurrent with operating his consultancy business, Ross was the Academic Dean of Loyola University of Chicago from 1985-1987, where he presented programs in Community and Organisational Development to graduate American and international students. From 1987-1992 as a Deputy to the Director of the Sydney Catholic School System, he held full accountability for Human Resources, Educational Services, and Executive Selection, Appraisal and Development. 1988 saw Ross’ selection as the official Australian delegate to represent all sectors of Australian education at a UNESCO Conference on Institutional Management in South East Asia. Between 1992-1999 Ross transitioned successively within the roles of Director of Leadership; Head of the School of Leadership; and Head of the School of Adult and Community Development at Australian Catholic University, NSW. Ross’ work in organisational leadership and people development has also taken him to an international level, working with clients from New Zealand, South Africa, Pakistan, Singapore, Malaysia, Papua New Guinea, USA, Canada, and Holland. He consulted to various education and Church systems in Pakistan on a voluntary basis; while living in the USA he offered management training for Divisional Heads in the World Bank in Washington during a four-year contract. This resulted in similar work for UNESCO and International Agricultural Research Institutions in Amsterdam. With expertise across diverse industries and institutions he has continued to deliver strategic initiatives for clients within banking, education, church agencies, scientific research stations, hospital and aged care systems, retail and social welfare systems. He has also been a visiting lecturer in workplace learning and organisational change at Universities in Florida and Toronto and in the School of Business at Australian Catholic University.

Qualifications

Doctorate: Adult Learning – Specialisation: Developing Human Resources University of Toronto MA in Community and Organisational Development Loyola University, Chicago

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Bachelor of Education La Trobe University Master of Educational Administration University of New England

Bachelor of Arts (Honours) University of Western Australia

Employment Précis KEANE AND ASSOCIATES PTY

LTD

1981-Present Managing Director AUSTRALIAN CATHOLIC UNIVERSITY 1992-1999 Senior Lecturer Head of School: Adult and Community Development, 1999 Head of School: Leadership, 1997-1998 Director of Leadership Studies, 1993-1996 SYDNEY CATHOLIC SCHOOL SYSTEM – ARCHDIOCESE OF SYDNEY 1987-1991

Director of Educational Services

ARCHDIOCESE OF CHICAGO, SEMINARY – Academic Dean 1985-1987

LOYOLA UNIVERSITY OF CHICAGO (SEMINARY COLLEGE) – Academic Dean 1984-1987

LOYOLA UNIVERSITY OF CHICAGO, INSTITUTE OF PASTORAL STUDIES – Senior Lecturer

LOYOLA UNIVERSITY OF CHICAGO, CENTRE FOR ORGANIZATIONAL DEVELOPMENT

MANAGEMENT DESIGN INCORPORATED, Cincinnati, Ohio 1983-1987 BRIAN SMITH AND ASSOCIATES, MANAGEMENT CONSULTANTS, Toronto 1982 SAMARITAN COLLEGE, Preston, Victoria 1978-1980

Foundation Principal GALEN CATHOLIC COLLEGE, Wangaratta, Victoria 1972-1977

Foundation Principal

Professional Affiliations

Australian Council for Educational Leadership, Member

Australian Consortium on Experiential Education, Member

Australian College of Education, Member

Council & Board Memberships Diocese of Broken Bay Schools Board 2000-2007 Chairman, Broken Bay Education Services Committee 1988-2002 Good Samaritan Sisters Education Council 1997-2001 Sydney Archdiocesan Catholic Schools Board 1987-1992 Marist Brothers Melbourne Provincial Council 1977-1981

Reinventing Organizations: A Guide to Creating Organizations Inspired by the

Next Stage of Human Consciousness. by Frederic Laloux (Author), Ken

Wilber (Foreword) Nelson Parker, 2014

About Frederic Laloux: ReinventingOrganizations.com

Frederic Laloux works as an adviser, coach, and facilitator with corporate leaders who feel

called to explore fundamentally new ways of organizing. His work—and the research for his

upcoming book—draws on two strands:

- His deep understanding of the inner workings of organizations, which he developed among

other during the years he worked as an organization and strategy consultant with McKinsey &

Company, where he was an Associate Principal.

- His longstanding fascination with the topic of human development and his own joyful

journey of personal and spiritual growth.

Frederic has worked intimately with people at all levels of organizations. He has witnessed

how the organizations that make up the fabric of our modern lives (large corporations and

small businesses, hospitals and schools, nonprofits and government agencies) are for the most

part places of quiet and pervasive suffering, places inhospitable to the deeper yearnings of our

souls. The intuition that more is possible—that we must be capable of creating truly soulful

organizations that invite all of our human potential into the workplace—has led him to engage

into groundbreaking research: how a currently emerging, new form of consciousness is

bringing forth a radically more soulful, purposeful, and productive organizational model.

Reinventing Organizations, the upcoming book based on this research, has been variously

described as “groundbreaking,” “brilliant,” “spectacular,” “impressive,” and “world-

changing” by some of the most respected scholars in the field of human development.

REINVENTING ORGANIZATIONS

Three Breakthroughs You Can Use to Make Organizations More Integral

Frederic Laloux and Ken Wilber

Published: Monday, February 10, 2014

Media Type: Audio

Channel: Ken Wilber Dialogues

In this extraordinary 5-hour discussion, Frederic Laloux and Ken Wilber take an extensive tour through

Frederic’s groundbreaking new book, Reinventing Organizations, which offers an in-depth look at many

integrally-structured organizations that are beginning to emerge all across the planet, while outlining

three major breakthroughs shared by these organizations: self-management, striving for wholeness, and

listening to evolutionary purpose.

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