E L M I R A I N T E G R A L P R O J E C T

W E L I V E I N A S P E C I A L P L A C E

E L M I R A , N E W Y O R K Here we are!

L E T ' S T H I N K F O R A M I N U T E A B O U T

O U R W O N D E R F U L C I T Y

W H A T A R E E L M I R A ' S G I F T S ?

• Friendly people • Manageable size • Rich, progressive history • Affordable living • Natural beauty • Cultural opportunities • College town • Wegmans!

Can you think of more?

W H A T A R E E L M I R A ' S C H A L L E N G E S ?

• Poverty, crime, prison families • Limited opportunities • Low morale, low esteem, hopelessness • Entrenched leadership lacking in VISION • Crappy weather (for some) • Few good eating establishments What else makes you sad, angry or cynical about Elmira?

“Cynicism is the post-modern disease. Cynicism means you already

know

. What is it that you know? That it is not possible. What's not possible? EVERYTHING.

In my thinking, cynicism is merely an excuse not to change.” – A N D R E W C O H E N

Y O U W O U L D N O T B E H E R E T O N I G H T I F Y O U W E R E C Y N I C A L A B O U T E L M I R A A N D H E R F U T U R E : )

E L M I R A I S E M E R G I N G O U T O F D E C A D E S O F R E S I G N A T I O N W H A T A R E S O M E O F T H E W A Y S W E P A R T I C I P A T E I N T H I S R E N A I S S A N C E ?

G O O N ,

B R A G A L I T T L E !

T H I S I S A L L A B I G E X P E R I M E N T .

A N D I D E A S A R E E M E R G I N G .

"Don't ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive." – H O W A R D T H U R M A N

S O M E I D E A S A R E P R A C T I C A L A N D C O N S E R V A T I V E , Y E T U N I N S P I R I N G

O T H E R I D E A S M A Y I N S P I R E B U T E N D U P F E E L I N G N A Ï V E

Some projects bring in a lot of money, and we all agree money can be a good thing.

But at what cost?

And how will it move culture forward?

E L M I R A ' S P R O B L E M S , A N D T H E W O R L D ' S P R O B L E M S A R E A C R I S I S O F C O N S C I O U S N E S S

W O R L D V I E W S D E V E L O P H O L A R C H I C A L L Y • INFRARED is physiological survival.

• MAGENTA is tribal with a magical world view.

• RED is warrior-like and egocentric.

• AMBER is traditional conformist.

• ORANGE is modernist and rational scientific.

• GREEN is postmodern, sensitive and world-centric.

• TEAL is integral, flexible, and can hold multiple perspectives. The Spiral Wizard.

I N T E G R A L I S

P R A C T I C A L

• Organizational styles REFLECT the prevailing worldview of the founders and board members • Each emergent worldview has its natural style of organization • Integral organizations make room for people to show up fully

M A G E N T A T R I B A L O R G A N I Z A T I O N • Family bonds • Up to a few hundred people • Only the immediate clan falls in the scope of moral consideration • Our group is the center of the universe, though unconsciously so G I F T S : C R E A T E S R I C H N E S S O F C O M M U N I T Y O U T O F T H E C H A O S O F J U S T S T A Y I N G A L I V E

I M P U L S I V E - R E D O R G A N I Z A T I O N S • Thrives in chaotic environments • Constant exercise of power by chief to keep troops in line • Fear is the glue • Highly reactive, short-term focus • Breakthroughs: division of labor, command authority • Metaphor: wolf pack • Mafia, street gangs, militias G I F T S : S T R O N G S E N S E O F S E L F , I N D I V I D U A L R I G H T S B A S E D O N S T R E N G T H L I M I T A T I O N S : I N A B I L I T Y T O O R G A N I Z E B E Y O N D 3 - 4 D E G R E E S O F P O W E R , H I G H R A T E S O F M U R D E R ; T H R I V E S O N I N S T A B I L I T Y

C O N F O R M I S T A M B E R O R G A N I Z A T I O N S • Formal roles in hierarchical pyramid • Top-down command and control • Stability valued above all • Long-term perspectives • Catholic Church, military, most government agencies, public school systems • Metaphor: army G I F T S : T R A N S C E N D E N T A U T H O R I T Y , S A F E T Y , C A P A C I T Y T O C R E A T E W O R L D - W I D E O R G A N I Z A T I O N S C H A L L E N G E S : I N F L E X I B L E , E T H N O C E N T R I C , F E A R S I N N O V A T I O N

A C H I E V E M E N T O R A N G E O R G A N I Z A T I O N S • Beat the competition • Achieve profit and growth • Innovation is the key to staying on top • Management by objectives (command and control on what; freedom on the how) • Accountability • Meritocracy • Multinational companies • Metaphor: machine G I F T S : U N P R E C E D E N T E D A B U N D A N C E , S C I E N T I F I C C U R I O S I T Y & I N N O V A T I O N , T H E O P T I M I S M T O R I S K P R O B L E M S : M A T E R I A L I S T I C , I N D I F F E R E N T T O N A T U R E , S O C I A L I N E Q U A L I T Y , L O S S O F C O M M U N I T Y , U N H A P P I N E S S A T T H E B O T T O M O F T H E P Y R A M I D

P L U R A L I S T I C G R E E N O R G A N I Z A T I O N S • Still a pyramid structure • Focus on culture and empowerment to achieve extraordinary motivation • Values driven culture • Stakeholder model • Worldcentric and socially responsible • Ben & Jerry's, Southwest Airlines, Google • Metaphor: family G I F T S : H A P P Y I N C L U S I O N , I N S P I R E D W O R K , H U M B L E L E A D E R S H I P , B E N E F I T S T H E W O R L D I S S U E S : C O N S E N S U S T R A P S , I N D I F F E R E N C E T O C O M P A R A T I V E E X C E L L E N C E , O V E R - S E N S I T I V E , F E A R O F P O W E R , I N E F F E C T I V E

“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.” – J O H N N A I S B I T T

E V O L U T I O N A R Y T E A L O R G A N I Z A T I O N S • Organizations as living systems • Self-management, based on peer relationships • Reclaim wholeness, bring all of who you are to work • Organization has a life and direction of its own, and we can listen in • Egos claimed and tamed • Trust vs. control • Roles, not job titles G I F T S : C O M P A S S I O N F O R A L L W O R L D V I E W S , S C I E N T I F I C

A N D

H O L I S T I C , A U T H E N T I C , S Y S T E M S T H I N K I N G P O T E N T I A L P A T H O L O G I E S : A L O O F N E S S , I N S E N S I T I V I T Y , E L I T I S M , L A C K O F P A T I E N C E

N O , I T ' S N O T C O N S E N S U S

• Peer advice process • Consensus gets mired in endless discussion and often ends in exasperated defeat • No consensus, because it dilutes responsibility • Formal processes for internal communications

B A S I C A S S U M P T I O N S

• People are creative, thoughtful, trustworthy adults • People are accountable and responsible for their decisions and actions • People are fallible and make mistakes, sometimes on purpose • We are unique • We want to use our talents and skills to make a positive contribution to the organization and to the world

M I S P E R C E P T I O N S O F I N T E G R A L O R G A N I Z A T I O N S • There is no structure, no management, no leadership • Everyone is equal • It's about empowerment • It's still experimental

I T ' S P R E T T Y C R A Z Y , R I G H T ?

W E L C O M E T O T H E L E A D I N G E D G E O F C U L T U R E .

A very special event in Elmira Tuesday, August 5th at 6:30pm Grace Episcopal Church 375 W Church Street

W E A R E S O V E R Y G R A T E F U L F O R Y O U R A T T E N T I O N A N D I N P U T T H A N K S F O R Y O U R L O V I N G L I S T E N I N G A N D P A R T I C I P A T I O N T O N I G H T . . . . .

Look for our Facebook page Look for our website And especially, look for events and gatherings in the future!