Futuregen: a Worldview 4 approach to strategy, innovation and change

1. Futuregen: a Worldview 4 approach to strategy, innovation and change By Jack Martin LeithDirector, Futuregen Labs

2. A worldview is like the operating system in a computer, controlling operations behind the scenes but mostly outside the user's awareness. When someone upgrades his or her worldview, certain things that were previously impossible become possible, and some things that were difficult become easy. Each successive worldview incorporates and transcends its predecessor.

3. Worldview 1

4. What organising metaphor shapes the thoughts and actions of those who operate under Worldview 1?

5. Organising metaphor: “The world is a machine”

6. The Newtonian/Cartesian worldview

7. NEWTONIAN/CARTESIAN WORLDVIEW A system of thought based on the work of British physicist Isaac Newton (1642 - 1727) and the French philosopher Rene Descartes (1596 - 1650). Newton described a mechanistic universe that is stable and predictable, and that obeys the law of cause and effect. Descartes formulated a concept of the absolute dualism between mind and matter, resulting in a belief that the material world can be described objectively, without reference to the human being. Source: GDV Research

8. Some typical Worldview 1 topics: Competition Cause and effect Resistance to change Strategic planning Shareholder value

9. Worldview 2

10. Organising metaphor: “The world is a network of relationships”

11. As exemplified by Facebook, LinkedIn etc.

12. Some typical Worldview 2 topics: Social constructionism Customer focus Egalitarianism Community Values

13. X Some people operating under Worldview 2cannot entertain the possibility of constructingtheir reality differently

14. Some despise this Four Worldviews model,believing it to be anti-egalitarian

15. While others mistakenly believe theyhave upgraded to Worldview 3 already

16. They have embraced some aspects of the systemic worldview, but their Newtonian-Cartesian onestill runs the show

17. This is why I call Worldview 2the pre-systemic worldview

18. In western organisations, Worldview 2is the prevailing operating system

19. WORLDVIEW 3 WORLDVIEW 2 Crossing the first chasm The challenge: Let go of judgementsand notions of causality Out beyond ideas of right doing or wrong doing,there is a field. I'll meet you there. Rumi

20. Worldview 3

21. Organising metaphor: “The world is a system”

22. See, for example: Cybernetics—the science of organisation (Beer, Bateson) Complex Adaptive Systems(Stacey, Santa Fe Institute) HumbertoMaturanaandFrancisco Varela

23. Evolutionary cybernetics studies the origin and development of purposeful organization in Nature, Mind, Society and Technology. The presently popular approach of complex adaptive systems too studies many of the same issues, but lacks a focus on hierarchical organization and especially goal-directedness, preferring the use of methods imported from mathematics, physics and chemistry, where the notion of function or ‘purpose’ is absent. Source: F. Heylighen (2000): “Evolutionary cybernetics”, in: F. Heylighen, C. Joslyn and V. Turchin (editors): Principia Cybernetica Web (Principia Cybernetica, Brussels),URL: http://cleamc11.vub.ac.be/EVOLCYB.html.

24. Some typical Worldview 3 topics: Self organisation Co-creation The future Complexity Resilience

25. Image credit: http://bit.ly/1yn7HRU WORLDVIEW 4 WORLDVIEW 3 Crossing the second chasm The challenge: Inhabit two disparate realms simultaneously:the nonmaterial and the material

26. Worldview 4

27. Organising metaphor: “The world is consciousness”

28. “We still have no adequate definitionof consciousness.” Mo CostandiConsciousness explained in 30 secondsThe Guardian

29. This comes close: Consciousness can be “described in terms of a series of moments.” Basically, “one moment gives rise to the next, in which context that was previously implicate is now explicate, while the previous explicate content has become implicate.” Consciousness is an interchange; it is a feedback process that results in a growing accumulation of understanding. Source: The Cosmic Plenum—Bohm's Gnosis—The Implicate Order quoting David Bohm, “one of the most significant theoretical physicists of the 20th century”

30. Some typical Worldview 4 topics: Non-reciprocal service Creative intelligence Lived experience Wholeness Play

31. Where Worldview 4 can be seen: Quantum Theory Rupert Sheldrake David Bohm Ken Wilber Zen

32. What is the dominant change approach?

33. Change management Managers seek to engineer a transit from current reality (‘as is’) to desired future (‘to be’) throughtop-down change programmes

34. Engagement Managers seek to bring about change by getting everyone to align with the company’s vision and values

35. Co-creation Leaders seek to create the desired state of affairs byinviting stakeholders to design and implementthe change initiative together

36. Futuregen Everyone seeks to create the desired future (actually the desired present1, and consistent with the company’s ecopurpose2) through the collaborative design and implementation of a futuregen project 1 ‘Desired present’ originated by James Wilk 2 Ecopurpose is defined in the next slide

37. Ecopurpose Why the enterprise exists, beyond profit. A declaration of the enterprise’s intent to generate value for a particular subset of societyin a particular way.

38. What is the dominant innovation approach?

39. Brainstorm then project manage A linear, mechanical way of creatingnew products and services

40. Design thinking A human-centred approach to innovation, featuring customer insight, iterative concept development and rapid prototyping Crowdsourcing is another manifestation of Worldview 2

41. Co-creation Stakeholders work together to bringsomething new into being

42. Futuregen Everyone works together to bring into being somethingnew that brings the company’s ecopurpose to lifeand helps turn the vision into reality

43. Spiral Dynamics Spiral Dynamics, a registered trademark of the National Values Center, Inc., is a theory of human development introduced in the 1996 book Spiral Dynamics by Don Beck and Chris Cowan. The book was based on the theory of psychology professor Clare W. Graves, and originally targeted at a business management audience. Some of the ideas of Spiral Dynamics have been adopted by American author Ken Wilber and other members of the Integral Institute. Source: Wikipedia. I started to develop my Worldviews model several years before becoming aware of the existence of Spiral Dynamics. The original version of the model consisted of three worldviews: Worldview 1 (the current Worldview 1), Worldview 2 (the current Worldview 3), and Worldview 3 (the current Worldview 4). The current Worldview 2 was inspired by Spiral Dynamics.

44. Spiral Dynamics evolution Professor Emeritus Psychology, Union College, New York The Emergent Cyclical Levels of Existence Theory Clare Graves Spiral Dynamics Don Beck Chris Cowan National Values Center Ken Wilber Spiral Dynamics Integral AQAL:All Quadrants (Wilber)All Levels (Beck & Cowan)

45. Spiral Dynamics links Spiral Dynamics on Wikipediahttp://en.wikipedia.org/wiki/Spiral_Dynamics Don Beck: Spiral Dynamics Integralwww.spiraldynamics.net Chris Cowan: National Values Centerwww.spiraldynamics.org Clare Graves legacy website (managed by Chris Cowan, Natasha Todorovic and William R. Lee)www.clarewgraves.com The Center for Human Emergence (Don Beck, Ken Wilber & co.)www.humanemergence.org

46. Finally, the Spiral Dynamics level that correspondswith each of the four worldviews Source of the six-line descriptions: Wikipedia (captured 5 June 2014)

47. The colour code for this Spiral Dynamics level is Orange

48. This Spiral Dynamics level is called StriveDrive Descriptor: Strategic

49. Strive for autonomy and independence Seek out ‘the good life’ and material abundance Progress through searching out the best solutions Enhance living for many through science and technology Play to win and enjoy competition Learning through tried-and-true experience

50. The colour code for this Spiral Dynamics level is Green