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Introducing Integral Leadership to the Fire Service |
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In the first of a series of articles applying the Integral Approach to the many aspects of Fire and Rescue Service life, Editor Andrew Lynch provides an introductory overview of how Integral Leadership can be applied to the Service
THE INTEGRAL APPROACH IS A SINGLE framework encompassing all known systems and models of development married to an ethic of inclusivity, embracing the totality of human endeavour. (See box below for brief overview – if unfamiliar with the Integral Approach it would be useful to read that section first). Developed by Ken Wilber, the Integral Approach is a map, not the territory, and as such has no content to dispute; it merely serves as a guide. However, it is the most comprehensive, searching operating system available at present. Based on the proviso that nothing can be incorrect 100 per cent of the time, Wilber analysed and de-constructed every methodological approach from science to psychology and back again. Through extensive cross-referencing he discovered a format for mapping similarities through orientating generalisations. On the one hand, each approach in every field claims exclusive rights to the ‘truth’ whilst seeking to disparage and frequently destroy ‘inferior’ methodologies (most obviously science versus religion). On the other, each approach holds unassailable truths; true but partial. Take any ‘ism’ and there will be partial truths throughout. Thus these approaches specialised in one, perhaps two quadrants or perspectives (see AQAL Model) to the exclusion of the others. In order for an approach to be comprehensive, all four quadrants would need embracing. It is worth highlighting that this approach does not seek to ‘disprove’ one approach or another, rather to illuminate what works and map it across other systems to create a network of practicable perspectives. We then discover a wellrounded ‘reality’, or as close as we can find. Neither though, should this approach be perceived as ‘fluffy’; for what does not work because of insularity and blind devotion to one quadrant above all others, is rightly discredited.
Integral Leadership in the FRS
Whilst some leaders are adept at interior dimensions (subjective interpersonal) over exterior dimensions (objective technical) and visa versa, by taking into account all perspectives, and further, the altitude of those perspectives, an integral leader can utilise all aspects to lead in a more comprehensive and effective way. The integral leader operates from flex-flow multiple perspectives, able to move between quadrants, stand back and assess the overall picture and crucially, move between levels. Thus the upper left interior, ie, the individual’s level of awareness, capacity, aka Worldspace, could be ascertained and utilised most effectively for the individual and organisation.
The collective interior, ie, the culture, morale of the organisation, would be grasped in the formulation of an overall character, with a comprehension of subtle cultural differences from fire station to HQ. The systems, polices, procedures, physical infrastructures in place would be mapped in the lower right objective domain, whilst the upper right objective individual could be monitored through performance criteria. Recent movement towards a transformational leadership model (see pg 32) has placed emphasis on individual, interior development alongside a collective, subjective appreciation of values and performance improvement. So long as the model aligns to the interior development of strategic thinking and communication skills (left hand) with accountability and detailed
The Integral Approach In Brief
The Integral Approach is also known as AQAL – all quadrants, all levels, which in turn is short for all quadrants, levels, lines, states and types.* All quadrants refers to the ‘I’, ‘We’ and ‘It’ - the Beautiful, the Good and the True. To ensure every perspective is accounted for, the model covers the Interior (I and We – the Subjective) and the Exterior (It and Its – the Objective), the Singular (I and It) and Plural (We and Its). Any approach which does not take account of all four quadrants is simply ‘Flatland’, one or two dimensional, rather than four dimensional. There may be excellent operating systems on their own (such as systems theory operating from the lower right ‘Its’, but the singularity of the approach must be taken into account). The levels of development are crucial to the integrity of the model. Each level of development is built upon, incorporating and progressing what went before. In the upper left quadrant these broadly encompass preconventional (egocentric), conventional (ethnocentric) and post-conventional (worldcentric). In mapping the multitude of developmental models AQAL points to Worldspaces (see below) – the developmental level of the individual taking into account cognitive, emotional, interpersonal, values etc lines of development.
To reiterate, each level of development includes and embraces the previous level. Integralism therefore espouses the belief that the overarching body or system is the Holarchy. Within the system are Holons, the various parts or members within – whole parts within the greater whole of the holarchy. So the human body is the holarchy consisting of whole atoms, molecules, cells, tissues, organs etc all the way up and all the way down. Thus if a holon is subtracted the whole system collapses. In social terms, the holon is a member not a part and is necessarily an integral member. The same applies to Worldspaces and the validity and intrinsic value of each developmental level. In short, people are fine where they are if that is fine by them. Levels are a combination of the developmental lines and an individual’s Worldspace can be ascertained through charting all of these lines using the Integral Psychograph. The lines include: cognitive, emotional, interpersonal, moral, spiritual, physical, self-identity and values. Inevitably some lines will be higher than others, whilst the cognitive line is necessary but not sufficient for overall development. If one evidences high IQ and low EQ, where is the individual’s overall developmental level? Nowhere. All other lines must be considered and a mean taken. A guesstimate can be taken through general conversation as Worldspaces are broad bands. States refer initially to the three broad natural states: waking, dreaming and deep sleep, and further, the states of mind. Extend this to the cultural domain (lower left, We) and it has more resonance. For example, during a time of cultural change people can be ‘motivated’ or ‘demotivated’ etc. Types extend from the universal types of male or female, to horizontal personality-type models such as Myers-Briggs (introvert-extrovert, judgerperceive, thinker-feeler, intuitor-sensor) and so on. To utilise all of these dimensions is to use the AQAL Matrix or Integrated Operating System.
To develop the system still further, Integral Methodological Pluralism (a complex way of saying perspectives of perspectives of performance criteria (upper right, objective), all is fine. This advancement must be linked further to technological developments, processes (lower right, objective) to ensure a holistic continuity. If, in FRS terms, the transformational-inspired leader espouses learning and development leadership training at all levels and has a shaky IT system inadequate to facilitate on-going communication, left-hand enthusiasm has ceded to lower right, low-brow technology. Switch it around. The polices and procedures are in place, health and safety at a premium, performance criteria abounds and training is widely available. Yet collective morale has hit rock bottom. Wherein lies the problem? Most likely a combination of left-hand side Worldspace misinterpretation and insufficient cultural tuning. Cultural change hangovers can be remedied by a simple appreciation of the differing levels and perspectives within the organisation. A new initiative introduced to a contingent of largely Worldspace Ambers will go down like a lead balloon if the emphasis is placed upon change, change and more change. Likewise, the capability factor of developmental lines can shatter the enthusiastic introduction of high-grade kit to low-grade cognitive dissonance. Virtually any area of dissatisfaction can be traced back to the quadrant/level perspective and/or the displacement/destruction of holons within the holarchy. In plain English that means the health and well-being of all fire personnel, culturally and individually, becomes paramount. Fire station cultural stability is equally important as senior officer and central government interaction. In short, the transformational model is illuminated through the AQAL Model, only if comprehensively applied. The Integral Approach does not replace a methodology, it reinforces and invigorates, incorporates and transcends. Feed all models and approaches through the uberframework of AQAL and the likelihood of success increases enormously.
Worldspaces and the Reality Check
Leadership models and the correlation to Worldspaces is as follows: Traditional leadership = Amber traditional; Transactional leadership = Orange modern; Transformational leadership = Green postmodern; Integral leadership = Teal integral. (This is not to disparage any of those models – they are perfectly pitched at each level). An integral leader will therefore be able to ascertain her/his Worldspace and perspective (see Integral Methodological Pluralism) and the exact location of the other person. That is the quadrant or perspective from which the other person is speaking, the subjective or objective (first person or third person) perspective of that perspective, the altitude or developmental level, plus the typology and present condition of that individual.
Thus, the integral leader will be able to sit down with the partner agency or colleague and immediately grasp the present potential and the exact location of the person’s perspective. Next, imagine the integral leader with integral union leader and the integral employer sat around the table. The conversation, one imagines, transcends recent FRS collaborations. Perhaps going as follows: “Tell me exactly what you would like and I will tell you precisely what I can do for you.” (I know where you are coming from, I know where I am coming from. I also know where your employer is situated and your employer’s employer, plus the variable perspectives of every interior and exterior contributor to this meeting = applied Integral Methodological Pluralism).
The Integral Approach is inherently no better than any other, as it includes useful elements of everything that preceded it. It is however, the next step, one the Fire and Rescue Service could take with its inherent dedication of purpose and become the first public sector in the UK to embrace the most advanced approach available.
Integral Institute
Andrew is a member of the Integral Institute, an organisation dedicated to developing more inclusive and balanced approaches across all fields of human endeavour, from science and education to politics and ecology.To find out more about the Integral Institute visit: www.integralinstitute.org |
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