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Developing love in the workplace

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Developing love in the workplace

  1. 1. © Copyright 2006, Four Worlds International www.fwii.net DEVELOPING LOVE, UNITY,DEVELOPING LOVE, UNITY, AND SPIRITUALITY IN THEAND SPIRITUALITY IN THE COMMUNITY AND THECOMMUNITY AND THE WORK PLACEWORK PLACE Elder Phil Lane Jr.Elder Phil Lane Jr. Four Worlds International InstituteFour Worlds International Institute
  2. 2. Great NationsGreat Nations Are TheAre The Natural ResultNatural Result OfOf Great PeopleGreat People © 2006, Four Worlds International
  3. 3. The Medicine Wheel This is an ancient symbol used by almost all the Native people of North and South America. There are many different ways that this symbol is used: the four grandfathers, the four winds, the four directions, the four stages of life and many other things that can be talked about in sets of four. Just like a mirror can be used to see things not normally seen (like behind us, or around a corner), the medicine wheel can be used to help us see or understand things we can’t quite see or understand because they are ideas and not physical objects. © 2006, Four Worlds International
  4. 4. FireFire WaterWaterWater EarthEarth AirAir The Medicine WheelThe Medicine Wheel The medicine wheel teaches us that the four elements, earth, air, fire and water, are all part of the same physical world. All must be respected equally for their gift of life. © 2006, Four Worlds International
  5. 5. We can think of the human family as having four symbolic races; red, yellow, white and black. The medicine wheel teaches us that the four symbolic races are all part of the same human family. All are brothers and sisters living on the same Mother Earth. WhiteWhite BlackBlackBlack RedRed The Medicine WheelThe Medicine Wheel YellowYellowYellow © 2006, Four Worlds International
  6. 6. MentalMental Physical SpiritualSpiritual EmotionalEmotional The Medicine WheelThe Medicine Wheel Human Beings have four interrelated potentialities, mental, physical, emotional, and spiritual, that are actualized through volition. Volition
  7. 7. InfancyInfancy Elderhood ChildhoodChildhood AdulthoodAdulthood The Medicine WheelThe Medicine Wheel Human Beings develop in four interrelated stages; infancy, childhood, adulthood, and elderhood.
  8. 8. individualindividual worldworld familyfamily communitycommunity © 2006, Four Worlds International
  9. 9. PROPOSITION All dimensions of human potentially are inter-related and inter-dependent. Well-being in any one of the many dimensions of human life is inseparably linked to well-being in all the others. Reflection: Economic Physical Spiritual Cultural Emotional Social Political Mental © 2006, Four Worlds International
  10. 10. volitionvolition participationparticipation visionvision © 2006, Four Worlds International
  11. 11. Political/ideological environment political conversational environment mental emotional individual Emotionalsupport environmentfamily socialcommunity socialenvironmentworld economicandecological environment economic Physical environment Physical Volition participation Vision values environment spiritual cultural Multicultural environment © 2006, Four Worlds International
  12. 12. © Copyright 2006, Four Worlds International The 5 Dimensions of WorkThe 5 Dimensions of Work VOLITION SPIRITUALMATERIAL INTELLECTUAL EMOTIONAL
  13. 13. The Five Dimensions of Work 1. Material: concerned with physical issues such as efficiency, equipment, comfort, safety and adequate pay. 2. Intellectual: includes the collective intelligence of employees plus their continuing drive for further development and learning, as well as abilities to effectively use available resources, to plan productively and to be on the cutting edge. © 2006, Four Worlds International
  14. 14. The Five Dimensions of Work 3. Emotional: involves the interpersonal work environment, how well people get along with each other and how effectively they can be a team. Research shows that effective teams usually need members to be concerned with the process skills of support, listening, positive feedback and lack of defensiveness, all of which require members with mature emotional development. © 2006, Four Worlds International
  15. 15. The Five Dimensions of Work 4. Volitional: the desire or will to change for the better. We may know that some other behavior would be healthier but we may lack the will to change it. One psychiatrist wrote that the hardest thing for his patients was not to change but to decide to change. Once the will was there, change was relatively easy. 5. Spiritual: concerned with moral issues, such as justice and respect, and working toward empathy. Understands each member to be a unique human being, a sacred soul with dignity. © 2006, Four Worlds International
  16. 16. © 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
  17. 17. © 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
  18. 18. © Copyright 2006, Four Worlds International Questions for Examining the Material Dimensions of WorkQuestions for Examining the Material Dimensions of Work 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? Note: * indicates negative scoring.
  19. 19. © Copyright 2006, Four Worlds International Questions for Examining the Intellectual Dimensions of WorkQuestions 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?
  20. 20. © Copyright 2006, Four Worlds International Questions for Examining the Emotional Dimensions of WorkQuestions 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”?
  21. 21. © Copyright 2006, Four Worlds International Questions for Examining the Volitional Dimensions of WorkQuestions 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?
  22. 22. © Copyright 2006, Four Worlds International Questions for Examining the Spiritual Dimensions of WorkQuestions 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?
  23. 23. © Copyright 2006, Four Worlds International Questions for Examining the Spiritual Dimensions of WorkQuestions 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?
  24. 24. A Principle Centered Approach In our field experience we have learned through a process of action and systematic reflection on the results of that action to turn to principles as a reliable guide for determining what to do and how to do it effectively. It is all too easy to react to people and situations in ways that do not serve the overall purpose of fostering sustainable well-being and prosperity. A principle-centered approach is a way of working that forces us to look again and again at what we are really trying to achieve, as well as what is really required for development processes to be effective. By comparing our plans, and our own actions in the field to known development principles we are able to continually adjust our strategies and refine our practices. In essence our growth and development as practitioners is directly linked to our use of principles to guide and evaluate our thinking and our action. © 2006, Four Worlds International
  25. 25. Principle #1: Human beings can transform their worlds The web of our relationships with others and the natural world, which has given rise to the problems we face as a human family, can be changed.
  26. 26. Principle #2: Development comes from within The process of human and community development unfolds from within each person, relationship, family, organization, community or nation.
  27. 27. Principle #3: Healing is a necessary part of development. Healing the past, closing up old wounds and learning healthy habits of thought and action to replace dysfunctional thinking and disruptive patterns of human relations is a necessary part of the process of sustainable development.
  28. 28. © Copyright 2006, Four Worlds International DISCHARGE INDICATIONS AND SEQUENCE CHART “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 PHYSICAL PAINS AND TENSION Yawns, stretching, scratching
  29. 29. © 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.
  30. 30. © Copyright 2006, Four Worlds International Patterns of Abuse in Aboriginal Boarding andPatterns of Abuse in Aboriginal Boarding and Residential SchoolsResidential 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:
  31. 31. © Copyright 2006, Four Worlds International Physical AbusesPhysical 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;
  32. 32. © Copyright 2006, Four Worlds International Physical Abuses (contPhysical Abuses (cont’d)’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);
  33. 33. © Copyright 2006, Four Worlds International Psychological/Emotional AbusesPsychological/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;
  34. 34. © Copyright 2006, Four Worlds International Psychological/Emotional Abuses(contPsychological/Emotional Abuses(cont’d)’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
  35. 35. © Copyright 2006, Four Worlds International Enforcing Unsuitable Living ConditionsEnforcing 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;
  36. 36. © Copyright 2006, Four Worlds International Omissions of Action - Church InactionOmissions 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;
  37. 37. © Copyright 2006, Four Worlds International Omissions of Action - Government InactionOmissions 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
  38. 38. Principle #4: Justice Every person (regardless of gender, race, age, culture, religion) must be accorded equal opportunity to participate in the process of healing and development and to receive a fair share of the benefits.
  39. 39. Principle #5: No Vision, No Development A vision of who we can become, and what a sustainable world would be like, works as a powerful magnet, drawing us to our potential.
  40. 40. © Copyright 2006, Four Worlds International THE PROCESS OF HUMAN DEVELOPMENT STEPPING INTO AN EVER RENEWING VISION OF HUMAN POSSIBILITY VISION
  41. 41. THE FOUR WORLDS DETERMINANTS OF HEALTH FOR HEALTHY AND SUSTAINABLE INDIGENOUS COMMUNITIES These determinants of health for Indgienous Communities have emerged from direct consultation with hundreds of Indigneous communities across the Americas. 1. BASIC PHYSICAL NEEDS- adequate nutrition, clothing, shelter, pure drinking water, sanitary waste disposal and access to medical services. 2. SPIRITUALITY AND A SENSE OF PURPOSE -connection to the Creator and a clear sense of purpose and direction in individual, family, and community life, as well as, in the collective life of the nation. © 2006, Four Worlds International
  42. 42. 3. LIFE-SUSTAINING VALUES, MORALS AND ETHICS - guiding principles and a code of conduct that informs choices in all aspects of life so that at the level of individuals, families and institutions. 4. SAFETY AND SECURITY -freedom from fear, intimidation, threats, violence, criminal victimization and all forms of abuse both within families and homes in all other aspects of the collective life of the people. 5. ADEQUATE INCOME AND SUSTAINABLE ECONOMIES -access to the resources needed to sustain life at a level that permits the continued development of human well-being, as well as, processes of economic engagement that are capable of producing sustainable prosperity. © 2006, Four Worlds International
  43. 43. 6. ADEQATE POWER -a reasonable level of control and voice in shaping one’s life and environment through processes of meaningful participation in the political, social and economic life of one’s community and nation. 7. SOCIAL JUSTICE AND EQUITY -a fair and equitable distribution of opportunities for all, as well as, sustainable mechanisms and processes for rebalancing inequities, injustices, and injuries that have or are occurring. 8. CULTURAL INTEGRITY AND IDENTITY -pride in heritage and traditions, access to and utilization of the wisdom and knowledge of the past, and a healthy identification with living processes of one’s own culture as a distinct and viable way of life for individuals, families, institutions, communities, and nations. © 2006, Four Worlds International
  44. 44. 9. COMMUNITY SOLIDARITY AND SOCIAL SUPPORT -to live within a unified community that has a strong sense of its common oneness and within which each person receives the love, caring and support they need from others. 10. STRONG FAMILIES AND HEALTHY CHILD DEVELOPMENT -families that are spiritually centered, loving, unified, free from addictions and abuse, and which provide a strong focus on supporting the developmental needs for children from the time of conception through the early years and all the way through the time of childhood and youth. 11. HEALTHY ECO-SYSTEM AND A SUSTAINABLE RELATIONSHIP BETWEEN HUMAN BEINGS AND THE NATURAL WORLD -the natural world is held precious and honoured as sacred by the people. It is understood that human beings live within nature as fish live in water. © 2006, Four Worlds International
  45. 45. 12. CRITICAL LEARNING OPPORTUNITES -consistent and systematic opportunities for continuous learning and improvement in all aspects of life! 13. ADEQUATE HUMAN SERVICES AND SOCIAL SAFETY NET -programs and processes to promote, support, and enhance human healing and social development, as well as to protect and enable the most vulnerable to lead lives of dignity and to achieve adequate levels of well-being. 14. MEANINGFUL WORK AND SERVICE TO OTHERS - opportunities for all to contribute meaningfully to the well-being and progress of their families, communities, nations, as well as, to the global human family. © 2006, Four Worlds International
  46. 46. Principle #6: Authentic Development is Culturally Based Healing and development must be rooted in the wisdom, knowledge and living processes of the culture of the people.
  47. 47. Principle #7 Interconnectedness Everything is connected to everything else. Therfore, any aspect of our healing and development is related to all the others (personal, social, cultural, political, economic, etc.). When we work on any one part, the whole circle is affected.
  48. 48. © Copyright 2006, Four Worlds International
  49. 49. Principle #8 No Unity, No Development Unity means oneness. Without unity, the common oneness that makes (seemingly) separate human beings into ‘community’ is impossible. Disunity is the primary disease of community.
  50. 50. © Copyright 2006, Four Worlds International The New Management Virtues As Foundations for Management Practices UNITY TRUSTWORTHINESS SERVICE AND HUMILITY RESPECT AND DIGNITY JUSTICE
  51. 51. © 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
  52. 52. © 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
  53. 53. © 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
  54. 54. © 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 1. I allow people to make their own decisions and to have the freedom to fail. 2. I try to show appreciation for work well done. 1. I have been accused of being insensitive at times and not noticing what demotivates my employees. 2. When I am pushed against a deadline, I push others too hard, too.
  55. 55. © 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 1. The organization has a good incentive program. 2. People are expected to succeed and are treated with a positive sense of optimism. 1. Sometimes top management gets stuck in its own ideas and forgets the impact of the rest of the company. 2. People in a few departments complain that their ideas are stolen by management and not given due credit.
  56. 56. © 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
  57. 57. © Copyright 2006, Four Worlds International Factors That May Influence Justice in Organizations Builds Justice Blocks Justice Within My Control 1. When there were some cutbacks, we discussed options as a group and came to a decision. 2. If there is a conflict, I try to listen to both sides before making any decisions. 1. I have been known to spend more on myself than others get for nice furniture and travel. 2. Last year I discontinued some privileges of a few people, who called it unfair. Outside My Control 1. Insiders are given preference for openings 2. Most people feel they have a voice to air grievances. 1. Outsiders get higher salaries if they are brought in for a position 2. We had cutbacks recently when our top management got hefty bonuses.
  58. 58. © Copyright 2006, Four Worlds International What Factors Influence Justice in My Organization? Builds Justice Blocks Justice Within My Control Outside My Control
  59. 59. © Copyright 2006, Four Worlds International Factors That May Influence Unity in Organizations Builds Unity Blocks Unity Within My Control 1. My unit has a reasonably good shared vision 2. We try to use consensus for most decisions in my unit. 3. There is a minimum of subgrouping in my unit. 4. I discourage backbiting. 1. Sometimes I am impatient and don’t search out all views in meetings. 2. When I am too attached to an idea, I have a hard time listening to others. Outside My Control 1. Strong company spirit exists. 2. Frequent social events are planned and attended. 1. There are too many cliques in our organization. 2. Too much political maneuvering takes place.
  60. 60. © Copyright 2006, Four Worlds International What Factors Influence Unity in My Organization? Builds Unity Blocks Unity Within My Control Outside My Control
  61. 61. Principle #9: No Participation, No Development Participation is the active engagement of the minds, hearts and energy of the people in the process of their own healing and development.
  62. 62. FOUR WORLDS PRINCIPLES FOR CONSULTATION Purpose • Create team commitment, trust among diverse participants • Identify opportunities and solve problems • Determine the best course of action Ten Principles for Success 1. Respect each participant and appreciate each other’s diversity. This is the prime requisite for consultation. 2. Value and consider all contributions. Belittle none. Withhold evaluation until sufficient information has been gathered.* 3. Contribute and express opinions with complete freedom. 4. Carefully consider the views of others --- if a valid point of view has been offered, accept it as your own. 5. Keep to the mission at hand. Extraneous conversation may be important to team building, but it is not consultation, which is solution driven. © 2006, Four Worlds International
  63. 63. FOUR WORLDS PRINCIPLES FOR CONSULTATION Ten Principles for Success (cont’d) 6. Share in the group’s unified purpose --- desire for success of the mission. 7. Expect the truth to emerge from the clash of differing opinions. Optimum solutions emerge from diversity of opinion. 8. Once stated, let go of opinions. Don’t try to ‘‘defend’’ your position, but rather let it go. Ownership causes disharmony among the team and almost always gets in the way of finding the truth. 9. Contribute to maintaining a friendly atmosphere by speaking with courtesy, dignity, care, and moderation. This will promote unity and openness. 10. Seek consensus. But if consensus is impossible, let the majority rule. Remember, though, that decisions, once made, become the decision of every participant. After the group has decided, dissenting opinions are destructive to the success of the mission. When decisions are undertaken with total group support, wrong decisions can be more fully observed and corrected. © 2006, Four Worlds International
  64. 64. Principle #10: The hurt of one is the hurt of all; the honour of one is the honour of all. The basic fact of our oneness as a human family means that development for some at the expense of well-being for others is not acceptable or sustainable.
  65. 65. Principle #11: Spirit Human beings are both material and spiritual in nature. It is therefore inconceivable that human community could become whole and sustainable without bringing our lives into balance with the requirements of our spiritual nature.
  66. 66. © Copyright 2006, Four Worlds International Who does not trustWho does not trust enough will not beenough will not be trusted.trusted. -Lao Tsu
  67. 67. Is It Spiritual? Programs, HR Policies, or Behaviors of Managers Questions to Ask 1. Is it trustworthy? (Is it honest and transparent?) 2. Does it create unity? 3. Does it maintain dignity? 4. Are my intentions pure? Am I detached? 5. Is it just? 6. Is it done in a spirit of service? 7. Does it show humility? 8. Would I be ashamed if others knew about it? 9. Does it demonstrate and develop competence? 10. Would I want to be treated this way? Would the other person(s) want me to behave this way (Wisdom of Love)? Situation 1/ Proposed Behavior Situation 2/ Proposed Behavior Situation 3/ Proposed Behavior © 2006, Four Worlds International
  68. 68. Principle #12: Morals and Ethics Sustainable human and community development requires a moral foundation. When morals decline and basic ethical principles are violated, development stops.
  69. 69. © Copyright 2006, Four Worlds International Four Worlds International InstituteFour Worlds International Institute Suggested Qualities of Principle-Centered LeadersSuggested 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.
  70. 70. © Copyright 2006, Four Worlds International Four Worlds International InstituteFour Worlds International Institute Suggested Qualities of Principle-Centered LeadersSuggested 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.
  71. 71. Principle #13: Learning Human beings are learning beings. We begin learning while we are still in our mothers wombs, and unless something happens to close off our minds and paralyze our capacities, we keep learning throughout our entire lives. Learning is at the core of healing and development.
  72. 72. Principle #14: Sustainability To sustain something means to enable it to continue for a long time. Authentic development does not use up or undermine what it needs to keep on going.
  73. 73. Principle #15: Move to the Positive Solving the critical problems in our lives and communities is best approached by visualizing and moving into the positive alternative that we wish to create, and by building on the strengths we already have, rather than on giving away our energy fighting the negative.
  74. 74. © 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.
  75. 75. © 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.
  76. 76. © 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.
  77. 77. © 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.
  78. 78. Principle #16: Be the change You Want to See The most powerful strategies for change always involve positive role modeling and the creation of living examples of the solutions we are proposing. By walking the path, we make the path visible.
  79. 79. The Reunion of the Condor and Eagle About This Initiative
  80. 80. Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa About This InitiativeAbout This Initiative The Reunion of the Condor and Eagle initiative combines not- for-profit development work with for-profit business and investment ventures. The core concept is that these two branches of the initiative must work together like the wings of a condor or eagle; each part is neccesary and makes a vital contribution to the progress of the bird in flight. These two brances of the work will be carried out jointly by the Four Worlds International Institute for Human and Community Development (our non-profit arm) and Four Directions International (our for-profit arm), along with other interested organizations, institutions and Governments across the Americas and around the world who choose to be part of the agreement. © 2006, Four Worlds International
  81. 81. Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa About This Initiative (cont’d)About This Initiative (cont’d) The core strategy of our initiative is sustained at the centre of the Reunion of the Condor and Eagle with the Boa and Jaguar Initiative, by the vision, life preserving, life enhancing values and guidelines for action described in our sixteen (16) principles for building a sustainable world, and on the strong cultural foundation of the Indigenous communities with which we work. These principles emerged out of an intensive formal consultation and participatory research development process with hundreds of Indigenous elders, communities and development practitioners across Canada and internationally over the past eighteen years. © 2006, Four Worlds International
  82. 82. Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa About This Initiative (cont’d)About This Initiative (cont’d) Our intention is to promote sustainable human prosperity and well-being for Indigenous people. Widespread research has shown that building up people’s health, human capacity and social capital (trust, cohesion, cooperation) also greatly enhances that peoples’ general capacity for sustaining profit making ventures. Conversely, a significant portion of the wisely and fairly distributed returns on successful business ventures need to be re-invested in human and community development initiatives if Indigenous communities around the world are to emerge from the cycle of depravation and dependency that has affected them for so long. © 2006, Four Worlds International
  83. 83. LINES OF ACTION Based on this consultation and development process, there are four key lines of action that we believe must be woven together to create a sustainable development strategy for the Indigenous peoples of the Americas. 1) Prosperity Development 2) Capacity Building 3) Governance and Civil Society Development 4) Building Appropriate Partnerhships and Networks © 2006, Four Worlds International
  84. 84. Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa Sustainable Vision, Values and Principles 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
  85. 85. 1) Prosperity Development -Involves both micro- economic projects (including access to credit, capacity building and technical support, particularly related to small business developments) and medium to larger enterprises (requiring investment monies, capacity building of Indigenous business organizations and technical assistance, particlarly related to product development, legal and financial support and marketing.) © 2006, Four Worlds International
  86. 86. 2) Capacity Building- Relating to basic processes of human and community develpment; healing from trauma (when required); and, both formal and non-formal education and training initially tied to learning requirements for development and business projects on the immediate horizon. © 2006, Four Worlds International
  87. 87. 3) Governance and Civil Society Development- This sector entails building the capacity of local community and regional organizations and groups to contribute constructively to the common good. As well, it involves developing the capacity of Indigenous organizations and Indigenous leadership to work effectively with their own communities and with the wider world. © 2006, Four Worlds International
  88. 88. 4) Building Appropriate Partnerships and Networks- This work includes connecting Indigenous organizations and communities with viable partners (both from across the Indigenous world and from the wider society); partners that bring a value-added contribution to Indigenous development and business initiatives. It also involves strengthening and mutually reinforcing Indigenous networks, so that the collective strengths of Indigenous people across the Americas can be brought to bear on specific international, national, regional and local development initiatives. © 2006, Four Worlds International
  89. 89. Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa Process Objectives 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
  90. 90. PROCESS OBJECTIVES What we have just discussed describes the outcome objectives of our strategy, which tells us what we want to acheive. What follows describes the processes, i.e. how we plan to work to acheive these outcomes. I. Listening and Visioning II. Participatory Planning III. Capacity Building IV. Building the Systems and Mechanisms for People-Centered Development © 2006, Four Worlds International
  91. 91. I. Listening and VisioningI. Listening and Visioning This phase involves relationship building, recovering cultural resources and local knowledge, establishing a values foundation, listening to and documenting the people ’s story and setting sustainable goals. © 2006, Four Worlds International
  92. 92. II. Participatory PlanningII. Participatory Planning This phase involves engaging the heart and minds of indigenous people who are to benefit from our initiatives in mapping the real situation and in defining and planning strategic lines of action. © 2006, Four Worlds International
  93. 93. III. Capacity BuildingIII. Capacity Building As a process, this aspect involves non-formal training, as well as formal (accredited) courses and programs; both which will eventually be offered by the Four Worlds College of Human and Community Development of Mexico along with other related educational institutions of Mexico who would like to participate, as well as, technical support, coaching and mentoring for specific business and development ventures. © 2006, Four Worlds International
  94. 94. IV. System BuildingIV. System Building This aspect involves building sustainable processes and practical mechanisms that actually promote human and community development, at every level of society for all people (children, youth, adult women, men and elders) and in all sectors of life (economic, environmental, social well-being, governance and administration, cultural recovery and development, etc.) © 2006, Four Worlds International
  95. 95. Building The Systems andBuilding The Systems and Mechanisms for PeopleMechanisms for People--CenteredCentered DevelopmentDevelopment All four phases will be repeated many times as the initative unfolds. Each time it is, the dynamics of actions, informed by reflection, and leading in turn to refined action animates the work. In a certain sense, we are re- making the path by walking it and re-mapping the territory as we go. Yet, the innovative dimensions of this work are also guided and inspired by principles and perspectives that are rooted in thousands of years of Indigenous life and tradition. © 2006, Four Worlds International
  96. 96. NEITHER RED TAPENEITHER RED TAPE NOR INDIGNITIESNOR INDIGNITIES CAN HINDER THECAN HINDER THE DIVINE PROCESS!DIVINE PROCESS! © 2006, Four Worlds International www.fwii.net

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