Inclusive Organizational Transformation : An African Perspective on Human Niches and Diversity of Thought.

Cover -- Contents -- List of Figures -- List of Tables -- About the Author -- About the Book -- Foreword -- Acknowledgements -- Glossary -- Abbreviations -- 1 Finding My Roots -- 1.1 Introduction -- 1.2 Finding My Voice -- 1.3 Growing Roots -- 1.4 Mandala: A Space for Growth -- 1.5 Becoming Culturally Aware -- 1.6 Telling Organizational Stories -- 1.7 Seeing Colours -- 1.8 An Integral Approach -- 1.9 Inclusivity Conceptualized -- 1.10 Story-Telling in Organizations -- 1.11 What to Expect in This Book -- References -- PART I Theoretical Grounding -- 2 Towards an Integral Inclusivity Framework -- 2.1 Introduction -- 2.2 The Concept 'Integral' -- 2.3 The Organizational Gestalt: The Way We Do Things Here -- 2.4 Emotional Containment: The Way Things Feel Here -- 2.5 Individual Presence: The Ability to Connect in the Here and Now -- 2.6 Inclusivity Contextualized -- 2.7 A Framework of Inclusivity -- 2.8 Conclusion -- References -- 3 The Phenomenon of Inclusivity -- 3.1 Introduction -- 3.2 The Phenomenon of Inclusivity -- 3.3 Human Energy in the System to Perform -- 3.4 A Typical Inclusivity Process -- 3.5 The Prerequisites for Inclusivity -- 3.6 Prerequisites for Inclusivity -- 3.7 Measuring Inclusivity -- 3.8 Inclusivity Through Story-Telling -- 3.9 Benefits of Inclusivity -- 3.10 Constructing Inclusivity -- 3.11 Optimizing Inclusivity in Organizations -- 3.12 Conclusion -- References -- PART II Emerging of Human Niches -- 4 Human Niches Conceptualized -- 4.1 Introduction -- 4.2 Loraine Laubscher: The One Who Explains Spiral Dynamics -- 4.3 Gravesian Spiral Dynamics -- 4.4 Human Niches -- 4.5 Conclusion -- References -- 5 The Different Human Niches -- 5.1 Introduction -- 5.2 The Different Niches -- 5.3 The Colour Purple -- 5.4 Remembering Our Roots -- 5.5 MeshWORKS: An Integral Approach -- 5.6 Conclusion -- References -- 6 Human Niches Applied.

6.1 Introduction -- 6.2 Human Niches on National Level -- 6.3 The African Dilemma -- 6.4 Leaders Should Speak in Colours -- 6.5 Integration with Integral Theory -- 6.6 Conclusion -- References -- PART III Navigating Diversity of Thought -- 8 Congruence: Unlocking Human Energy -- 8.1 Introduction -- 8.2 Congruence within the Individual Domain -- 8.3 Congruence within Group Domain -- 8.4 Congruence within the Organizational Domain -- 8.5 Congruence within the National Culture -- 8.6 The Benefits of Decoding the Complexity of Diversity -- 8.7 Contextual Intelligence -- 8.8 Conclusion -- References -- 7 Decoding the Complexity of Diversity -- 7.1 Introduction -- 7.2 Diversity of Thought -- 7.3 Building Blocks to Create Individual Presence -- 7.4 Crystallizing Voice: Emergence into Becoming -- 7.5 Conscious Groups -- 7.6 Conclusion -- References -- PART IV Navigating through Transformation -- 9 Navigating Transformation in a Purple Country -- 9.1 Introduction -- 9.2 The Ghana National Culture -- 9.3 Describing Organizational Culture -- 9.4 The Case of Gold Fields Damang and Tarkwa -- 9.5 The Five-Year Transformational Journey of Damang and Tarkwa -- 9.6 Conclusion -- References -- 10 Effecting: Story-Telling in Action -- 10.1 Introduction -- 10.2 Year 4 of the Inclusivity Transformational Journey (2011) -- 10.3 Results of the Overall Transformation Process -- 10.4 Post-Intervention Interviews: Two Years Later (2013) -- 10.5 Conclusion -- References -- 11 Navigating Transformation in a Blue Organization -- 11.1 Introduction -- 11.2 Background of Absa Brokers -- 11.3 The Challenges that Faced Absa Brokers at the End of 2001 -- 11.4 Organizational Transformation through Inclusivity -- 11.5 Conclusion -- References -- 12 Effecting Absa Brokers: Six Years Later -- 12.1 Introduction -- 12.2 Growth in Financial Indicators -- 12.3 Change in Culture.

12.4 Change in Emotional Intelligence -- 12.5 Inclusivity through the Eyes of Leadership -- 12.6 Insights Gained About Inclusivity -- 12.7 Lessons for Managing Large-Scale Transformation -- 12.8 Quantifying Underlying Beliefs in Social Systems -- 12.9 Future Challenges in the Financial Services Industry -- 12.10 Conclusion -- References -- PART V Effecting Integral Leadership -- 13 Sustainable Transformation through Inclusivity -- 13.1 Introduction -- 13.2 The Stories of Five Different Countries -- 13.3 Comparing Organizational Cultures with Each Other -- 13.4 The Engagement Stories of Australia, Peru, South Africa, China and the Philippines -- 13.5 Outcomes of an Integral Inclusivity Process -- 13.6 Second Tier Leadership -- 13.7 Meta-Insights for Leadership -- 13.8 Archetypal Wisdom -- 13.9 Telling Organizational Stories -- 13.10 Managing PURPLE -- 13.11 Multi-Solution, Multi-Cultural Approach -- 13.12 The Adapted Integral Inclusivity Framework -- 13.13 Conclusion -- References -- 14 Seeing the Oak in the Acorn -- 14.1 Introduction -- 14.2 Re-Authoring the South African Political Debate -- 14.3 Building a Stratified Democracy -- 14.4 The Building Blocks of the Evolving Mandala Centre for Integral Development in South Africa -- 14.5 Large-Scale Transformation -- 14.6 Revisiting the Start -- 14.7 Conclusion -- References -- Afterword -- Index.

In Inclusive Organizational Transformation, Dr Rica Viljoen acknowledges that diversity of thought presents both gifts and challenges to leadership in multi-national organizations. Here, Inclusivity is positioned as a radical transformational methodology with the purpose of unleashing the benefits of engagement and diversity of thought. Case studies from Ghana, South Africa, Australia, Peru and Tanzania are included and insights gained from the dynamics observed are shared. A synthesis of Inclusivity is presented in a model, meta-insights are derived and the prerequisites for Inclusivity on individual, group and organizational domain are illustrated.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.