Integral Business and Leadership
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This article is an early articulation of integral approaches to business and leadership in which the authors use the clarifying and synthesizing perspectives of Integral Theory to update biases, make new connections, and illumine blind spots of the theorists who have gone before: Drucker, McGregor, Kaplan and Norton, Senge, Hammer, Collins, et al. The authors argue that the AQAL model is sufficiently robust to incorporate all previous explorations into leadership and business, including more recent forays into the inner realms of emotional intelligence, moral development, and spirituality. The authors discuss an opening platform for bringing these efforts into alignment with the more outwardly focused areas of causal loop diagramming, strategic action, and organizational design.