Developing love in the workplace
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Developing love in the workplace Developing love in the workplace Presentation Transcript

  • © Copyright 2006, Four Worlds International www.fwii.net DEVELOPING LOVE, UNITY, AND SPIRITUALITY IN THE COMMUNITY AND THE WORK PLACE Four Worlds International Institute for Human and Community Development 347 Fairmont Blvd. S Lethbridge, AB T1K 7J8, Canada The Four Worlds Centre for Development Learning P.O. Box 395 Cochrane, AB T4C 1A6, Canada
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  • © Copyright 2006, Four Worlds International The 5 Dimensions of Work VOLITION SPIRITUAL MATERIAL INTELLECTUAL EMOTIONAL
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  • © Copyright 2006, Four Worlds International Organizational Change in the Five Dimensions of Work Dimension Organizational Change 1. Physical
    • Work design
    • Working conditions
    • Extrinsic rewards money, bonuses
    • Financial well-being of organization
    2. Intellectual (Most organizational change takes place in the first two dimensions.)
    • Challenging work
    • Training to see job differently
    • Quality emphasis
    • Innovation and creativity
    • New responsibilities
    • Opportunities to learn and develop
    • Freedom-to-fail environment
  • © Copyright 2006, Four Worlds International Organizational Change in the Five Dimensions of Work Dimension Organizational Change 3. Emotional (A small portion of change or training programs deal with this dimension.)
    • Supportive working relations
    • Mutually respectful relationships with the boss
    • Appreciation for work done
    4. Volitional (Attention given here to resistance to change and sacrifice.)
    • Desire for change
    • Willingness to make necessary sacrifices
    • Top levels ready to change and make real sacrifices, too
    5. Spiritual (Organizational change in this dimension is quite rare, yet it is necessary to bring long-term health to the company.)
    • Capacity and willingness to love
    • Integrity, trustworthiness, and respect up and down the organization
    • Justice at all levels
    • Nobility and dignity of workers accepted
    • Wisdom of love: love others as yourself
  • © Copyright 2006, Four Worlds International Questions for Examining the Material Dimensions of Work Note: * indicates negative scoring. 1. Does your organization operate mostly in the black? *2. Are you in continuous financial crisis? 3. Do you have the resources to pay your employees decently? (Not do you actually pay them, merely could you.) *4. Are compensation differentials between top and bottom excessively large? Increasing? *5. Is there a high turnover rate for employees? 6. Are the places of work (factories, offices) clean, comfortable, well kept, and adequately furnished? 7. Is the equipment used modern, efficient and safe?
  • © Copyright 2006, Four Worlds International Questions for Examining the Intellectual Dimensions of Work 1. Do your employees keep up with cutting-edge technology? 2. Do you spend adequate resources to send people for continuing education or to important professional conferences? 3. Is spending on continuing education as a percentage of sales increasing? 4. Are employees able to get reference materials, books, journals, and magazines that will help them learn more about their work and the environment? 5. Do you reward employees who continue to learn? 6. Are people happy to learn (rather than having to be coerced)? 7. Do other organizations respect the knowledge of your employees? 8. Do you respect the knowledge of your employees? *9. Do employees often lack the necessary competence to complete projects adequately and on time?
  • © Copyright 2006, Four Worlds International Questions for Examining the Emotional Dimensions of Work 1. Do there seem to be high levels of job satisfaction? 2. Do people enjoy working with each other? 3. Do employees like one another? *4. Are there a disproportionate number of problems with depression, alcoholism, and frequent, even violent, outbursts. *5. In meetings, do people behave defensively or with power plays? *6. Are people afraid to bring up in meetings what they really feel? *7. Is there frequent concern about “not upsetting the boss”?
  • © Copyright 2006, Four Worlds International Questions for Examining the Volitional Dimensions of Work 1. Is there a willingness to look at the new ways of doing things? 2. Do you rarely hear “It won’t work” or “That’s impossible to do”? 3. Is there a high level of energy on new projects? *4. Do workers put energy into maintaining the status quo? *5. Are new programs met with many complaints and much resistance?
  • © Copyright 2006, Four Worlds International Questions for Examining the Spiritual Dimensions of Work 1. Is there an acceptance and assumption of integrity among coworkers and bosses? 2. Do people trust one another? Do they trust management? *3. Do employees feel exploited or treated unjustly? 4. Do those you serve expect and get a quality product and service? *5. Is cynicism common among employees? 6. Do people joyfully help one another? *7. Is there a lot of backbiting? *8. Are there political fights? Political intrigues? Political posturing? 9. Is there an openness of communication that depends on a deep level of trust and commitment?
  • © Copyright 2006, Four Worlds International Questions for Examining the Spiritual Dimensions of Work *10. Do people say different things to different people? 11. Is there a unity of “theory” and “practice” (i.e., do managers practice what they preach)? 12. Can groups discuss problems and handle conflict in a competent and dignified manner? 13. Is there a “spirit” of service to one another, to clients, to suppliers?
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  • © Copyright 2006, Four Worlds International DISCHARGE INDICATIONS AND SEQUENCE CHART PHYSICAL PAINS AND TENSION Yawns, stretching, scratching “ Kind” of Painful Emotion Tension Manifestation During Discharge ZEST (absence of painful Emotion)  Happy relaxation, turning of attention away from experience of hurt. BOREDOM  Laughter, Animated Talking, Reluctant Talking LIGHT ANGERS  Laughter, warm perspiration HEAVY ANGERS  Angry noises, violent movements, warm perspiration LIGHT FEARS (Embarrassments)  Laughter, cold perspiration HEAVY FEARS  Trembling, shivering, cold perspiration, active kidneys GRIEFS  Tears, sobbing
  • © Copyright 2006, Four Worlds International DISCHARGE INDICATIONS AND SEQUENCE The client will begin substantial discharge as close to the bottom of the painful emotion part of this chart as the tensions exist in that particular pattern and/or as he is able to discharge and will then tend to move upward on the chart as regularly as his particular discharge inhibiting patterns permit.
  • © Copyright 2006, Four Worlds International Patterns of Abuse in Aboriginal Boarding and Residential Schools The patterns of abuse in Aboriginal and Residential Schools in North America, researched and documented by the Four Worlds International Institute for Human and Community Development and other Aboriginal research groups in Canada and the United States, include the following:
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    • Physical Abuses
    • Sexual assault, including forced sexual intercourse between men and women in authority and girls and/or boys in their charge;
    • Forced oral-genital or masturbatory contact between men or women in authority and girls and/or boys in their charge;
    • Sexual touching by men or women in authority of girls and/or boys in their charge;
    • Performing private pseudo-official inspections of genitalia of girls and boys;
    • Arranging or inducing abortions in female children impregnated by men in authority;
    • Sticking needles through the tongues of children, often leaving them in place for extended periods of time;
    • Inserting needles into other regions of children’s anatomy;
    • Burning or scalding children;
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    • Physical Abuses (cont’d)
    • Beating children into unconsciousness;
    • Beating children to the point of drawing blood;
    • Beating children to the point of inflicting serious permanent or semi- permanent injuries, including broken arms, broken legs, broken ribs, fractured skulls, shattered eardrums, and the like;
    • Using electrical shock devices on physically restrained children;
    • Forcing sick children to eat their own vomit;
    • Unprotected exposure (as punishment) to the natural elements (snow, rain, and darkness), occasionally prolonged to the point of inducing life-threatening conditions (e.g., frostbite, pneumonia);
    • Withholding medical attention from individuals suffering the effect of physical abuses;
    • Shaving children’s heads (as punishment);
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    • Psychological/Emotional Abuses
    • Administration of beatings to naked or partially naked children before their fellow students and/or institutional officials;
    • Public individually directed verbal abuse, belittling and threatening;
    • Racism;
    • Performing public strip searches and genital inspections of children;
    • Forced removal of children from their homes, families and people;
    • Cutting children’s hair or shaving their heads (as policy);
    • Withholding presents, letters and other personal property of children;
    • Locking children in closets, sometimes for extended periods (as punishment);
    • Segregation of the sexes;
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    • Psychological/Emotional Abuses(cont’d)
    • Proscription of the use of Aboriginal languages;
    • Proscription of the following of aboriginal religious or spiritual practices;
    • Eliminating any avenue by which to bring grievances, inform parents or notify external authorities of abuses;
    • Forced labour
    • Long-term isolated confinement
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    • Enforcing Unsuitable Living Conditions
    • Starvation (as punishment);
    • Inadequate nutrition (e.g., nutrition levels below that of needed for normal growth and subsistence);
    • Providing food unfit for human consumption;
    • Exploiting child labour;
    • Forced labour under unsafe working conditions;
    • Inadequate medical services, sometimes leading to children’s deaths;
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    • Omissions of Action - Church Inaction
    • Failure to bring local incidents of abuse to the attention of higher church authorities;
    • Failure to bring local incidents of abuse to the attention of federal and appropriate provincial governmental authorities;
    • Failure to protect children under their care from the sexual predations and physical and emotional abuse from other children also attending Residential School;
    • Failure to remove known sex offenders from positions of supervision and control of children;
    • Acquiescence to federal funding levels below those the churches themselves believed necessary for operation;
    • Starvation (as a cost-cutting measure);
    • Neglect of their educational mandate;
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    • Omissions of Action - Government Inaction
    • Failure to adequately inspect or otherwise maintain effective supervision of institutions into which their legal wards had been placed;
    • Failure to fund church schools at levels sufficient for maintaining the physical health of their legal wards;
    • Failure to live up to the spirit of treaties signed promising education for Aboriginal Peoples;
    • Collaboration with church officials in covering up the criminal behavior of officials, both governmental and ecclesiastical;
    • Removal or relocation of internal personnel critical for Residential School conditions.
    • *Excerpts from: The Circle Game , Rowland D. Chrisjohn, Ph.D., & Sherri L. Young, MA., 1994
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  • © Copyright 2006, Four Worlds International THE PROCESS OF HUMAN DEVELOPMENT STEPPING INTO AN EVER RENEWING VISION OF HUMAN POSSIBILITY VISION
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  • CULTURE FAMILY DEVELOPMENT INTERACTION WITH OUTSIDERS LEADERSHIP AND DECISION- MAKING RECREATIONAL ACTIVITIES HEALTH PROMOTION PARENTING EDUCATION ECONOMIC ACTIVITY
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  • © Copyright 2006, Four Worlds International HUMAN ANIMAL MINERAL PLANT
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  • © Copyright 2006, Four Worlds International The New Management Virtues As Foundations for Management Practices UNITY TRUSTWORTHINESS SERVICE AND HUMILITY RESPECT AND DIGNITY JUSTICE
  • © Copyright 2006, Four Worlds International The New Management Virtues as Foundations for Management Practices New Management Virtue Management Concepts Behavioral Outcomes Trustworthiness Stewardship/Management accountability
    • Managers assume honesty
    • Customers, employees expect integrity and no scandals or misuse of funds
    • Toward Ethical Behavior
    Unity Creating shared vision Commitment Reciprocity
    • Unanimity in important decisions
    • Customers satisfaction
    • ROI as only one performance measure
    • Manager controller to coach
    • Consulting when management really listens, respect for authority
  • © Copyright 2006, Four Worlds International New Management Virtue Management Concepts Behavioral Outcomes Respect and Dignity Empowerment Consensus decisions Commitment leadership
    • Job enrichment
    • Sociotechnical systems
    • Group-centered problem solving
    • Self Managed teams
    • Manager as mentor, coach
    • Utilization of discretionary effort
    Justice Profit Sharing Equal Opportunity
    • Employee ownership, bonus
    • Removal of barriers to equal opportunity
  • © Copyright 2006, Four Worlds International New Management Virtue Management Concepts Behavioral Outcomes Service and Humility Community orientation Quality movement Sharing power; developing talented subordinates
    • Quality: communities view, systematic approach to understanding, satisfying internal, external community
    • Continuous improvement
    • Zero defect goal
    • Service mentality: learning to be a servant
  • © Copyright 2006, Four Worlds International Factors that May Influence Respect and Dignity in Organizations Builds Respect and Dignity Blocks Respect and Dignity Within My Control
    • I allow people to make their own decisions and to have the freedom to fail.
    • I try to show appreciation for work well done.
    • I have been accused of being insensitive at times and not noticing what demotivates my employees.
    • When I am pushed against a deadline, I push others too hard, too.
  • © Copyright 2006, Four Worlds International Factors That May Influence Respect and Dignity in Organizations Builds Respect and Dignity Blocks Respect and Dignity Outside My Control
    • The organization has a good incentive program.
    • People are expected to succeed and are treated with a positive sense of optimism.
    • Sometimes top management gets stuck in its own ideas and forgets the impact of the rest of the company.
    • People in a few departments complain that their ideas are stolen by management and not given due credit.
  • © Copyright 2006, Four Worlds International What Factors Influence Respect and Dignity in My Organization? Builds Respect and Dignity Blocks Respect and Dignity Within My Control Outside My Control
  • © Copyright 2006, Four Worlds International Factors That May Influence Justice in Organizations Builds Justice Blocks Justice Within My Control
    • When there were some cutbacks, we discussed options as a group and came to a decision.
    • If there is a conflict, I try to listen to both sides before making any decisions.
    • I have been known to spend more on myself than others get for nice furniture and travel.
    • Last year I discontinued some privileges of a few people, who called it unfair.
    Outside My Control
    • Insiders are given preference for openings
    • Most people feel they have a voice to air grievances.
    • Outsiders get higher salaries if they are brought in for a position
    • We had cutbacks recently when our top management got hefty bonuses.
  • © Copyright 2006, Four Worlds International What Factors Influence Justice in My Organization? Builds Justice Blocks Justice Within My Control Outside My Control
  • © Copyright 2006, Four Worlds International Factors That May Influence Unity in Organizations Builds Unity Blocks Unity Within My Control
    • My unit has a reasonably good shared vision
    • We try to use consensus for most decisions in my unit.
    • There is a minimum of subgrouping in my unit.
    • I discourage backbiting.
    • Sometimes I am impatient and don’t search out all views in meetings.
    • When I am too attached to an idea, I have a hard time listening to others.
    Outside My Control
    • Strong company spirit exists.
    • Frequent social events are planned and attended.
    • There are too many cliques in our organization.
    • Too much political maneuvering takes place.
  • © Copyright 2006, Four Worlds International What Factors Influence Unity in My Organization? Builds Unity Blocks Unity Within My Control Outside My Control
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  • © Copyright 2006, Four Worlds International Who does not trust enough will not be trusted. -Lao Tsu
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    • Four Worlds International Institute
    • Suggested Qualities of Principle-Centered Leaders
    • 1. Spiritually centered - actively in a relationship with the Creator
    • 2. Morally strong - lives a good moral life, suitable to stand as a role model (particular attention to the issues of addictions, relations with the opposite sex and honesty regarding money should be considered).
    • 3. Believes in the people's capacity to heal and develop, and shows this belief in the way they work with the people.
    • 4. Is engaged in his or her own healing journey and is a relatively healthy person.
    • 5. Has a good mind, and clearly understands the process of healing and development, and the issues the people are facing.
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    • Four Worlds International Institute
    • Suggested Qualities of Principle-Centered Leaders
    • 6. Listens to the people with respect, love and humility.
    • 7. Has demonstrated devotion to the people's healing and development by hard work and a good attitude over a long time.
    • 8. Shows true respect for the Creator, Mother Earth, and all persons (does not show disrespect for anyone including women, men, youth, the poor, other races, etc.).
    • 9. Can work well with other in a team
    • 10. Strives to work from a position of forgiveness, unity and harmony with everyone.
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  • © Copyright 2006, Four Worlds International Love and Spirituality at Individual Level What Does Love and Spirituality Look Like? Person becomes more honest, fair and dignified, and strives for competence and excellence. What Helps Develop Love and Spirituality? Desire to become a better person, to strive for higher goals, to serve others. What Blocks Love and Spirituality? Narcissism; obsession with status; focus on the “seen” acquisition of material goods, status; focus on the “seen” world. What are Loving and Spiritual Outcomes? Steadfast focus on developing New Management Virtues and serving others.
  • © Copyright 2006, Four Worlds International Love and Spirituality at Team Level What Does Love and Spirituality Look Like? Groups more accepting of diverse styles and members; real listening takes place; members willing to detach from own ideas and agendas and search for “best” solutions. What Helps Develop Love and Spirituality? Groups welcome new members, practice inquiry skills, seek diversity, encourage frank and loving communication. What Blocks Love and Spirituality? Power and political games, rigid behavior norms, Groupthink; member value based on status; double standard for high and low status members. What are Loving and Spiritual Outcomes? Organic unity of members, who nonetheless maintain individuality.
  • © Copyright 2006, Four Worlds International Love and Spirituality at Organization Level What Does Love and Spirituality Look Like? Equitable and fair distribution of resources; removal of most “perks” for management; willingness to see people with individual needs rather than as a human resources; open/fair/respectful communication up-down and down-up. What Helps Develop Love and Spirituality? Hierarchy is flattened; removal of position-privilege; workers truly empowered; managers are coaches not cops; employees trusted and treated as adults; higher levels do not abuse power or take advantage of authority. What Blocks Love and Spirituality? Lack of trustworthiness and honesty by managers; higher levels grip and preserve maximum power; managers manipulate to gain goals; organization more concerned with profits than with people. What Are Loving and Spiritual Outcomes? Capacity development of all members; high energy and commitment levels; sharing and connectedness; a real community.
  • © Copyright 2006, Four Worlds International Love and Spirituality at Society Level What Does Love and Spirituality Look Like? Change in institutions of society to reflect extreme reduction of prejudice and privilege; rewards based more on meritocracy; move away from power-based to truth-seeking institutions. What Helps Develop Love and Spirituality? True justice in legal system; equal access to education; acceptance of various cultural and ethnic groups; lack of oppressive policies toward any ethnic or class groups or women. What Blocks Love and Spirituality? Legal and political power tightly held in the hands of a corrupt elite; repression and abuse of lower classes and certain other groups; dishonesty and corruption seen as necessities for survival. What Are Loving and Spiritual Outcomes? Development of potential of all groups of society; unity of various regions and groups; organic wholeness of society.
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  • The Reunion of the Condor and Eagle About This Initiative
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  • Prosperity Development (Micro and Macro) Governance and Civil Society Development Building Appropriate Partnerships and Networks Capacity Building Involving Healing, Human and Community Development, Education & Training This four part strategy can be displayed using a medicine wheel as follows: © Copyright 2006, Four Worlds International
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  • Participatory Planning Listening and Visioning Capacity Building Building The Systems and Mechanisms for People-Centered Development The process we have already begun involves four (4) phases: © Copyright 2006, Four Worlds International
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