I've just finished writing and submitting the first of a series of approximately four articles I'm proposing for The Integralist magazine. The articles are about The Emergence of Integral Salons and require multiple articles to truly get to the depth of what's happeing in these emerging and evolving communities.
My dear friend Tom Mull, also with the SeattleIntegral Core group, and I , are also working on an article for The Integralist about how salons can use I-I's and Brian Robertson's Holacracy as a governing method, and why it's the best way to go.
The Integralist is Ken's visionary idea of a magazine similar to What is Enlightenment?. According to Steve Frazee, the recently resigned I-I CEO, it will be more of a popular periodical as opposed to the AQAL Journal's academic focus. With I-I's current staffing and funding problems, it will interesting to see if it ever hits the streets. I am definitely holding space for that to happen and I am acting as if it will.
Besides...it was promised to us as part of our membership benefits to I-I.
One of the problems with visionary leadership is that it tends to over promise and under deliver. As someone who has owned businesses and managed and run others' businesses, I've learned, that to maintain credibility with your customers, you must under promise and over deliver. Make no mistake, I am an I-I customer, and if you're paying dues to support them, so are you.
In his blog Steve writes, "As CEO of Integral Institute it was my perspective that I-I should first be a healthy first-tier (conventional) business delivering second tier (post-conventional) content and services before it tried to be a second tier business, whatever that might be."
Tom Mull: "I'm inclined to agree. I know that Ken thinks that organizations can skip developmental stages (LLQ) unlike individuals (ULQ). I agree in principle, and while it may be possible, it isn't probable. I think that the basic structures of both of the lower quads have to be in place and that that will have to be a sequential development. I agree with Steve that before we become a second tier organization, we have to become a healthy first tier one (with the basic structures) thus my interest in LRQ organizational stuff."
Bingo! A vision can only be supported by practical means, or it just remains a vision. The structure (LRQ), informed by the group vision (LLQ), must be in place for the vision to come to fruition. Part of the problem is that Ken has never run organizations prior to this. He is, quite frankly, not well developed in this line (Note: that does not in any way negate his brilliance as a visionary, so before you blast me for criticizing Ken, it's not a criticism, but an observation).
At SeattleIntegral, we are working on the Core Group becoming a second-tier leadership group, while we are aware the larger SI group remains a first tier organization for now. That doesn't mean there aren't second tier people within that larger organization.
What we're seeing take place at Integral Institute at this time is an incredible learning lesson and opportunity for all of us who lead organizations, and we ignore it at our own peril.
AQAL bumper sticker by Gary Stamper