Urban Hub 2 : Integral Methodological Pluralism - Thriveable Cities

© integralMENTORS
Urban Hub
Integral UrbanHub
Integral Methodological Pluralism
Thriveable Cities
integralMENTORS
Paul van Schaik

© integralMENTORS
Urban Hub
Thriveable Cities
integralMENTORS
Paul van Schaik
Integral UrbanHub
2

A series of graphics from integralMENTORS integral UrbanHub work on Thriveable Cities presentations.
Copyright © Paul van Schaik - November 2016
ISBN-13: 978-1539721185
ISBN-10: 1539721183

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Content
Context
Evolving Cities
Integral Mapping
Capitals
Integral Theory
Urban Fractals
Tools
Projects
Books
Annex
SDG

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My Intention My Behaviour
Urban Culture Urban Activity
When Did You Feel Most Alive in an Urban Habitat?
What made this
experience
come alive for
you and made
it memorable?
What made this
activity come
alive for you
and made it
memorable?
My context
Me

Preface
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This book is one in a series of presentations for the use of Integral theory or an Integral meta-
framework in understanding cities and urban design.
Although each can stand alone, taken together they give a more rounded appreciation of how this
broader framework can help in the analysis and design of thriveable urban environments.
Key to an Integral approach to urban design is the notion that although other aspects of urban life
are important, people, as individuals and communities, are the primary ‘purpose’ for making cities
thriveable. All other aspects (technology, transport & infrastructure, health, education, sustainability,
economic development, etc.) although playing a major part, are secondary.
This work shows the slides from a dynamic deck that accompany a presentation on Thriveable Smart
Sustainable Cities. The history of the co-evolution of cities, worldviews and technology is presented
in an integral framework.
This volume is part of an ongoing series of guides for integrally informed practitioners.

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Introduction

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Context
Urban Hub

Why Stratified Leadership, Integral Methodological
Pluralism and Integral Holarchy
Subjects do not perceive worlds but enact them. Different states of subjects
bring forth different worlds.
For AQAL, this means that a subject might be at a particular wave of
consciousness, in a particular stream of consciousness, in a particular state of
consciousness, in one quadrant or another.
That means that the phenomena brought forth by various types of human
inquiry will be different depending on the quadrants, levels, lines, states, and
types of the subjects bringing forth the phenomena.
A subject at one wave of consciousness will not enact and bring forth the
same worldspace as a subject at another wave; and similarly with quadrants,
streams, states, and types (as we will see in more detail).
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Integral methodological pluralism (IMP)
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Integral
Methodological
Pluralism

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IMP
Urban Hub

Integral methodological pluralism (IMP)
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The Quadrants of Understanding
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My context
Me

Mapping Interventions – INTEGRAL Cities
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Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Individual
Interior-Subjective
Collective
Interior-Intersubjective
Individual
Exterior-Objective
Collective
Exterior-Interobjective

Tetra-meshing
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The act whereby a ‘holon’ meshes or fits with the selection pressures of all four
quadrants.
In order to tetra-mesh, each holon must to some degree be able to register its own
exterior accurately enough (truth), its own interior accurately enough (truthfulness),
understand its cultural milieu (mutual understanding)’ and fit within its social system
(functional fit) – meaning that all four selection pressures must be dealt with
adequately in order for a holon to evolve.
Self & Consciousness Brain & Organism
Systems & EnvironmentCulture & Worldview Cultural Social
Intentional Behavioural

Tetra-meshing
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Waste Disposal systems
current system
choices of systems available
Rio de Janeiro
Olympic preparations
for Inter-American Development Bank (IDB) 2014

Tetra-meshing
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Individuals Behaviour to Waste Disposal
Individuals beliefs/mindset on Waste Disposal
individuals Centre of Gravity
depending on CoG possible obstacles to change
current ways of use
obstacles to use/change
current system
Rio de Janeiro

Tetra-meshing
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Communities Cultural views or Mindset on Waste Disposal
Individuals Behaviour to Waste Disposal
Individuals beliefs/mindset on Waste Disposal
communities Dominant Mode of Discourse
possible communication levels
individuals Centre of Gravity
depending on CoG possible obstacles to change
current ways of use
obstacles to use/change
current system
Rio de Janeiro

Tetra-meshing
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Waste Disposal systems –
in place and proposed
Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Rio de Janeiro

Tetra-meshing
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Persons Behaviour to
Waste Disposal
Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Rio de Janeiro

Tetra-meshing
© integralMENTORS
Persons beliefs/mindset
on Waste Disposal
Waste Disposal
Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Rio de Janeiro

Tetra-meshing
© integralMENTORS
Persons beliefs/mindset
on Waste Disposal
Cultural views on
Waste Disposal
Waste Disposal
Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Rio de Janeiro

Transformation & Tetra-meshing
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Morpho-Generative and Snippable Transformation
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Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Step 1
Morphic Pull (Purpose)
Contextual
& creative
inputs from
all at each
step
Time

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Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Step 1Step 2
Contextual
& creative
inputs from
all at each
step
Time

© integralMENTORS
Culture
- worldviews
Creations
- systems
- infrastructure
Capacities
- Competences
- Behaviour
Consciousness
- intention
- mindsets
Step 1Step 2Step 3
Contextual
& creative
inputs from
all at each
step
Time

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My Intention My Behaviour
Urban Culture Urban Activity
Mapping Interventions or Means
How did you try
to change or
transform
yourself, others,
a human system
or a culture?
What did you
try to change or
transform in
yourself, others,
a human system
or a culture?
Are you
satisfied with
the outcome?
Did your
intervention
succeed or fail?
How do you
know?
If not, what
would you do
next?
My context
Me

Zones
© integralMENTORS
Importantly, there is a more complex way about the nature of the quadrants, a full explanation of
which is beyond the scope of this work. Quickly, the basic perspectives represented by the
quadrants can scaffold a principled classification of inquiry types, known as Integral
Methodological Pluralism (IMP).
Through a more detailed analysis of the perspectives that yielded the four quadrants, we can
derive a system of eight primordial perspectives, each with a related methodological approach
and domain of phenomena. The result is a taxonomy of methodologies couched in terms of
irreducible perspectival differentiations. We now have a map of the insides and outsides of the
interiors and exteriors of individuals and collectives. Needless to say, this is a mouthful.
The fundamental insight here is that there are a limited number of families of methodologies,
and these can be arranged and differentiated in a principled fashion; that is, in terms of an
analytically deduced system of basic perspectives. Each unique and irreducible perspective
discloses a horizon of phenomena, known as a zone. Each zone is, in effect, the condition for the
possibility of a certain family of methodologies.
Briefly, the eight zones and their related methodological approaches:
Zone #1: In the upper-left quadrant: the inside of the interior of individuals: Phenomenology
Zone #2: In the upper-left quadrant: the outside of the inside of individuals: Structuralism
Zone #3: Lower-left quadrant: the inside of the interior of collectives: Hermeneutics
Zone #4: Lower-left quadrant: the outside of the inside of collectives: Ethnomethodology
Zone #5: Upper-right quadrant: the inside of the outside of individuals: Autopoiesis, e.g. cognitive science.
Zone #6: Upper-right quadrant: the outside of the exterior of individuals: Empiricism, e.g. neurophysiology.
Zone #7: Lower-right quadrant: the inside of the exterior of collectives: Social Autopoiesis
Zone #8: Lower-right quadrant: the outside of the exterior of individuals: Systems Theory

Zones
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Zone #1 : States of individual consciousness surface structure – the feel
Zone #2 : Stage-Structure of individual development deep structure – the look
Zone #3 : States of ‘cultural’ development surface structure – the feel
Zone #4 : State-Structure communal development deep structure – the look
Zone #5 : States of individual communication surface structure – the ‘software
Zone #6 : State-Structure of individual control deep structure – the ‘hardware’
Zone #7 : State of communal communication surface structure – the ‘software’
Zone #8 : State-Structure of governance/systems deep structure – the ‘hardware’

Altitude, Stages & Lines of Development
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Understanding Stages & Lines of Development
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Understanding Stages & Lines of Development
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Dominant Mode of Discourse
Values
Self-identity
Cognitive
Moral
Spiritual
Kosmic Address Myth of the Given

Lines of Development
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Some major lines of Development

Lines of Development
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Some major lines of Development
Selman, Perry
What is my cultural dominant mode of discourse
What is my societal Systems Stage (agricultural, industrial, informational, …)
Context

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Evolving Cities
Urban Hub

Mapping Interventions – Thriveable Cities
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Power
Mythic/Power
Rational/Drive
Pluralistic/Sustainable
Mythic/One Truth
Meaning & Purpose still
embedded in worldview
The content of the previous
becomes the context of the next

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Power
Mythic/Power
Rational/Drive
Holistic
Mythic/One Truth
Meaning & Purpose
become conscious

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Power
Mythic/Power
Rational/Drive
Holistic
Mythic/One Truth
Integral/ThriveAble
each more complex stage:
- enfolds
- transcends [the worst]
- includes [the best]
of the previous stages
Meaning & Purpose
transcended & included

Mapping Interventions – Evolving Cities
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Magical/Tribal
Mythic/Power
Rational/Drive
Pluralistic/Equality
Integral/3D Holistic
Survival
Mythic/One Truth
Integral/Thriveable

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People-Centric
Mythic/Power
Rational/Drive
Pluralistic/Equality
SDi/3D Holistic
Mythic/One Truth
Integral/ThriveAble
IMP Integral
Morphogenic
Generative
Snippable
Thriveable City

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Mapping
Urban Hub

Mapping Interventions – SMART Cities
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Smart Cities
Complexity Science
Systems theory &
Cybernetics
Systems Dynamics
Urban Dynamics
Jay Forrester
Platforms for Change
Stafford Beer
World Model
Buckminster Fuller
Smart Cities tend to use technical
solutions to address first order
change. First order change
requires support for maintaining,
adjusting or improving the status
quo. (Think more data banks,
driverless cars, faster Wi-Fi.)
Techno-Centred
A smart city is an urban development vision to
integrate multiple information and communication
technology(ICT) solutions in a secure fashion to
manage a city’s assets – the city’s assets include, but
not limited to, local departments information
systems, schools, libraries, transportation
systems, hospitals, power plants, water supply
networks, waste management, law enforcement, and
other community services. The goal of building a
smart city is to improve quality of life by using
technology to improve the efficiency of services and
meet residents’ needs. ICT allows city officials to
interact directly with the community and the
city infrastructure and to monitor what is happening in
the city, how the city is evolving, and how to enable a
better quality of life. Through the use of sensors
integrated with real-time monitoring systems, data
are collected from citizens and devices - then
processed and analyzed. The information and
knowledge gathered are keys to tackling inefficiency

Mapping Interventions – SMART Cities
© integralMENTORS
Smart Cities
Complexity Science
Systems theory &
Cybernetics
Systems Dynamics
Urban Dynamics
Jay Forrester
Platforms for Change
Stafford Beer
World Model
Buckminster Fuller
Smart Cities tend to use technical
solutions to address first order
change. First order change
requires support for maintaining,
adjusting or improving the status
quo. (Think more data banks,
driverless cars, faster Wi-Fi.)
Techno-Centred

Mapping Interventions – SUSTAINABLE Cities
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Sustainable City, or eco-city (also
"ecocity") is a city designed with
consideration of environmental
impact, inhabited by people
dedicated to minimization of
required inputs of energy, water
and food, and waste output of
heat, air pollution - CO2,
methane, and water pollution
wikipedia
Resilient Cities tend to use
adaptive solutions that address
mid-order change. Such change
addresses systemic adaptations,
mitigations and restorations.
(Think urban food security,
reduction of greenhouse gases,
daylighting streams.)
Human Hive
Sustainable citiesDeath & Life of Great
American Cities
Jane Jacobs
The Nature of Order
Pattern Language
Christopher Alexander
Collaborative Enquiry
Appreciative Enquiry
Ethno-Architecture
SenseMaker
David Snowden
Holistic
Management
Carbon reduction
Resilient cities
Eco/Environ-Centred
“A Resilient City is one that has developed
capacities to help absorb future shocks and stresses
to its social, economic, and technical systems and
infrastructures so as to still be able to maintain
essentially the same functions, structures, systems,
and identity.”

Mapping Interventions – SUSTAINABLE Cities
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Sustainable citiesDeath & Life of Great
American Cities
Jane Jacobs
The Nature of Order
Pattern Language
Christopher Alexander
Ethno-Architecture
SenseMaker
David Snowden
Holistic
Management
Carbon reduction
Resilient cities/
EcoCity/Ecopolis
Eco/Environ-Centred
U Process

Mapping Interventions – SDi-Integral Cities
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Integral City (SDi)
Marilyn Hamilton
Smart Cities
Sustainable/
Resilient cities
Cradle to Cradle
Rational empirical
sciences
Spiral Dynamics
SDi-Integral Cities seek to generate
solutions that meet second-order
change. These changes address a
greater order of magnitude of
problems than has ever been
encountered before. This means that
city leaders open up new mindsets,
redefine city paradigms, and emerge
new potentials for living systems not yet
dreamed or tried. (Think cities as Gaia’s
Reflective Organs, city as human hive,
Planet of Cities as collective
intelligence network.)
Integral City leaders use both Smart and
Resilient solutions – in their appropriate
contexts. In fact Generative Change
approaches enable Integral City thinking to
emerge – because they include and build on
both Smart and Resilient Solutions – and step
into a zone where they can act effectively to
align first order technical problems with Smart
City solutions and mid-order adaptive
problems with Resilient City Solutions
But Integral City leaders go beyond merely
aligning technical and adaptive solutions and
seek to discover for their cities how to align the
very source of City Wellbeing, with City
Purpose, Collective Vision and Strategies for
thriving.
The Human Hive – Marilyn Hamilton
System-Centred
[Master Code based]

Mapping Interventions – SDi-Integral Cities
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Integral City (SDi)
Marilyn Hamilton
Smart Cities
Sustainable/
Resilient cities
Cradle to Cradle
Rational empirical
sciences
Spiral Dynamics
System-Centred
[Master Code based]
Biomimicry

Mapping Interventions – THRIVEABLE Cities
© integralMENTORS
Death & Life of Great
American Cities
Jane Jacobs
The Nature of Order
Pattern Language
Chris Alexander
SenseMaker
David Snowden
Complexity Science
Systems theory &
Cybernetics
Systems Dynamics
Urban Dynamics
Jay Forrester
Platforms for
Change
Stafford Beer
Integral City
Marilyn Hamilton
Smart Cities
Sustainable
Resilient Cities
EcoCity/Ecopolis
Cradle to Cradle
Ethno-Architecture
LeaderView &
CultureView
Holistic Manage
Allan Savory
Rational empirical
sciences
Spiral Dynamics
Constructive-Developmental
Theory (Kegan)
Social Learning
Theory
Global Action
Network Net
World Model
Buckminster Fuller
Constructive Developmental
Framework - Otto Laske
King 4
Building Thriveable, Integral
Cities seek to generate solutions
that meet second & third order
change.
[includes all in the previous slides]
IMP Integral
- morphogenic,
- generative and
- snippable.
Integral Methodological
Pluralism (IMP)
A set of social practices that
corresponds with AQAL meta-
theory. IMP is paradigmatic in that
it includes the most time-
honoured methodologies, and
meta-paradigmatic in that it
weaves them together by way of
three integrative principles:
nonexclusion, unfoldment, and
enactment.
People-Centred

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Death & Life of Great
American Cities
Jane Jacobs
The Nature of Order
Pattern Language
Chris Alexander
SenseMaker
David Snowden
Complexity Science
Systems theory &
Cybernetics
Systems Dynamics
Urban Dynamics
Jay Forrester
Platforms for
Change
Stafford Beer
Integral City
Marilyn Hamilton
Smart Cities
Sustainable
Resilient Cities
Cradle to Cradle
Ethno-Architecture
LeaderView &
CultureView
Holistic
Management
Allan Savory
Rational empirical
sciences
Spiral Dynamics
Constructive-Developmental
Theory (Kegan)
Social Learning
Theory
Global Action
Network Net
World Model
Buckminster Fuller
Constructive Developmental
Framework - Otto Laske
King 4
People-Centred

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Sustainable Cities
Environ-Centred
Smart Cities
Techno-Centred

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Thriveable Cities
People Centred
Sdi-integral Cities
System Centred
[Master Code based]

Mapping Interventions – Enfolded Cities
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each more complex
stage:
- enfolds

Mapping Interventions – Enfolded Cities
© integralMENTORS
each more complex stage:
- enfolds

“I” Subjective realities;
- self and consciousness, states of mind,
psychological development, mental models/
constructs, emotions, state of self, etc.
“It” Objective realities;
- brain and organism, visible biological
features, degree of activation of the various
bodily systems, etc.
“We” Intersubjective realities;
- shared values, world views, webs of culture,
communication, relationships, cultural norms
and customs, etc.
“Its” Interobjective realities;
-. social systems, environmental systems,
visible societal structures. economic systems,
political systems, etc.
© integralMENTORS
Map:
Interventions
Theories
Ideas
To:
Quadrants
Stages
Zones#
Lines
Tetra-mesh:
Where possible what is
mapped in each Quadrant
or Stage
Determine:
What is missing

Policy & Strategy
Disciplines
Classic Definitions
Of Success & Thriving
Psychological
Disciplines
Closing the
Leadership &
Values Gap
“Soft” Systems
Disciplines
Closing the
Organizational
& Finance Gap
“Hard” Systems
Disciplines
Closing the
Sustainability Gap
© integralMENTORS© The ThriveAbility Foundation

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Multi-Capitals

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Capitals
Urban Hub

NC Natural Capital
Ten Capitals
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Spiritual
Capital
SpC

NC Natural Capital
MC
Manufactured
Capital
FC
Financial
Capital
Ten Capitals
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HC Human Capital
RC
Relationship
Capital
SC Social Capital
IC
Intellectual
Capital
Anthrocapitals
IfC
Infrastructure
Capital
Spiritual
Capital
SpC
KC
Knowledge
Capital

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Integral Theory
Urban Hub

The Quadrants of Understanding
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Understanding Action Logic Communication
Stratified levels of development
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Understanding Action Logic
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7.0%
27.5%
39.5%
14.0%
8.5%
3.5%
67.0%
Source - Rooke and Torbert’s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N
America & Europe
I
N
T
E
G
R
A
L
Global Interdependence
Integrated Consciousness
Powerful Self
Conventional Order
Enterprising Self
Pluralistic Consensus
Alchemist
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Pluralist/
Individualist/
Sensitive self

7.0%
27.5%
39.5%
14.0%
8.5%
3.5%
67.0%
Source - Rooke and Torbert’s 2006 Harvard Business Review article : Seven Transformations of Leadership. From a sample of 1000 leaders in N America & Europe
Conventional Order
Enterprising Self
Alchemist
© integralMENTORS
Pluralist/
Individualist

7.0%
27.5%
39.5%
14.0%
8.5%
3.5%
67.0%
Enterprising Self
Alchemist
© integralMENTORS
Pluralist/
Individualist

7.0%
27.5%
39.5%
14.0%
8.5%
3.5%
67.0%
Alchemist
© integralMENTORS
Pluralist/
Individualist

7.0%
27.5%
39.5%
14.0%
8.5%
3.5%
67.0%
Global InterdependenceAlchemist
© integralMENTORS
Pluralist/
Individualist

7.0%
27.5%
39.5%
14.0%
8.5%
3.5%
67.0%
I
N
T
E
G
R
A
L
Alchemist
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Pluralist/
Individualist

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Alchemist
Pluralist/
Sensitive Self

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Torbert’s Action Logics – a leadership perspective
Conventional Action Logics (Styles 1-4)
People adopting these styles tend to appreciate similarity and stability.
1. Opportunist
Treats the physical outside world of experience as the primary reality and concentrates on gaining control of things
there. This action logic views unilateral power as the only effectual type of power and works with a very short time
horizon of discretion from hours to days, grasping opportunities and fire-fighting emergencies. Views timely action
as occurring when “I win”.
Managerial Style
• Short time horizon
• Focus on concrete things
• Often good in emergencies
• Deceptive
• Manipulative
• Views rules as loss of freedom
• Views luck as central
• Rejects critical feedback
• Externalises blame
• Distrustful
• Stereotypes
• Fragile self-control
• Hostile humour
• Flouts unilateral power, sexuality
• Treats “what I can get away with”
as legitimate
• Punishment is “eye for an eye”
• Positive ethic is even trade
• Timely action is seen as “I win”
2. The Diplomat
Treats his or her own sensed performance territory of experience as what really matters and concentrates on gaining
self-control in order to act effectively. To do so, he or she imitates organisational routines and the behaviour
patterns of high-status group members. This action logic experiences referent power (reciprocal referent power is
generated by consent of the “governed” – recognises that if you tell colleagues what to do they may resist, if you
ask them, they will use their power to help you provided you reciprocate) and the current norms that such power
generates most strongly. Views timely action in terms of when “I am on time for work, for meetings” and in terms of
completing routine tasks.
Managerial Style
• Committed to routines
• Observes protocol
• Avoids inner and outer conflict
• Conforms
• Works to group standard
• Seeks membership, status
• Often speaks in favourite phrases,
cliches, prefabricated jokes
• Face-saving is essential
• Loyalty to immediate group
• Feels shame if violates norm
• Sin is hurting others
• Punishment is disapproval
• Positive ethic is being nice,
cooperative
• Timely action is “I’m on time”
Torbert’s Action Logics – Leadership perspective
Conventional Action Logics (Styles 1-4) People adopting these styles tend to appreciate similarity & stability

© integralMENTORS
IntegralMENTORS Guides – [basic]
making incremental, single-loop changes in behaviour to eventually reach the planned results. Timely action occurs
when “I” successfully juggle the need for occasional immediate wins, observance of agreed-on deadlines, efficient
work, and effective outcomes as judged by the market or other constituency.
Managerial Style
• Long-term goals
• Future is vivid, inspiring
• Welcomes behavioural feedback
• Timely action is juggling time
demands to attain effective results
• Feels like initiator, not pawn
• Seeks generalisable reasons for
action
• Seeks mutuality, not hierarchy, in
relationships
• Appreciates complexity
• Feels guilt if does not meet own
standards
• Blind to own shadow, to the
subjectivity behind objectivity
• Positive ethic is practical day-to-
day improvements based on self-
chosen (but not self-created)
ethical system
Post-Conventional Action Logics
67
• Conforms
• Works to group standard
• Face-saving is essential
• Loyalty to immediate group
• Positive ethic is being nice,
cooperative
• Timely action is “I’m on time”
3. The Expert
Treats the strategic territory of experience as the primary reality and concentrates on mastering his or her cognitive
grasp of one or more particular disciplines (e.g. accounting, engineering, marketing, etc.). This action logic treats
logistical power (the power to reason within a given structure to create a new way of accomplishing a desired result)
as the most meaningful. This action logic most happily works in a six-month to one-year time horizon to accomplish
particular projects. For the expert, timely action occurs when “I” accomplish tasks as efficiently as possible.
Managerial Style
• Interested in problem-solving
• Seeks causes
• Critical of self/others based on
own craft logic
• Wants to stand out, be unique
• Perfectionist
• Chooses efficiency over
effectiveness
• Dogmatic
• Accepts feedback only from
objective, acknowledged craft
masters
• Values decisions based on
technical merit
• Humour takes the form of practical
jokes
• Sees contingencies, exceptions
• Positive ethic is a sense of
obligation to internally consistent
moral order
• Timely action is fast, efficient
4. The Achiever
Works within a one to three-year time horizon, juggling the shorter time horizons creatively, treating the interplay
among planning, performing and assessing the outcomes as what is really real. The achiever concentrates on

© integralMENTORS
demands to attain effective results
• Feels like initiator, not pawn
• Appreciates complexity
• Feels guilt if does not meet own
standards
chosen (but not self-created)
ethical system
5. The Individualist
This is viewed as a transitional action logic between the conventional and post-conventional. The dawning
awareness of post-conventional understanding may be a confusing time. The Individualist’s dark side includes
troubled feelings of something unravelling or needing resolving, along with a sense of paralysis about how to move,
because, at this stage we have not yet developed new principles to those of earlier stages. It is also likely to be a
time of renewed freshness of each fully tasted new experience, of dramatic new insight into the uniqueness of
ourself and others, of forging relationships that reach new levels of intimacy, and of perusing new interests in the
world. Excitement alternates with doubt in unfamiliar ways. The individualist is engaged in a journey that re-
evaluates all prior life experience and action logics.
The Individualist is a bridge between two worlds. One is the pre-constituted, relatively stable and hierarchical
understandings we grow into as children, as we learn how to function as members of a pre-constituted culture. The
other is the emergent, relatively fluid and mutual understandings that highlight the power of responsible adults to
lead their children, their subordinates and their peers in transforming change. From the point of view of
conventional stage employees, Individualist managers tend to provide less certainty and firm leadership. This is in
part because the individualist is aware of the layers upon layers of assumptions and interpretations at work in any
situation.
Managerial Style
• Takes a relativistic perspective
• Focuses more on both present and historical context
• Often aware of conflicting emotions
• Experiences time itself as a fluid, changeable medium
with piercing, unique moments
• Interested in own and others’ unique self-expression
• Seeks independent, creative work
• Attracted by difference and change more than by
similarity and stability
• Less inclined to judge or evaluate
• Influences by listening and finding patterns more than
by advocacy
• May become something of a maverick
• Starts to notice own shadow (and own negative
impact)
• Possible decision paralysis
6. The Strategist
A principle feature of the Strategist action logic is self-awareness in action. It not only intuitively recognises other
action logics and itself as action logics, it also intuitively recognises all action as either facilitating or inhibiting on

© integralMENTORS
A Broader Framework
The Strategist’s sensitivity to systemic disparities includes a keen awareness of inequities in race, ethnicity, class,
gender, and development among colleagues and subordinates. This perspective is consonant with a global rather
than ethnocentric vision and demands that the Strategist make every effort to redress social inequities in ways that
promote personal and institutional development, rather than generating Diplomat-like dependence on government
aid.
Characteristics of the Strategist Action Logic
• The Strategist recognises the importance of principle,
contract, theory, and judgment (not just rules),
customs, and expectations – for making and
maintaining good decisions
• High value on timely action inquiry, mutuality, and
autonomy
• Attentive to unique market niches, particular historical
moments
• Interweaves short-term goal-orientedness with longer-
term developmental process-orientedness
• Aware of paradox that what one sees depends on
one’s action logic
• Creative at conflict resolution
• Enjoys playing a variety of roles
• Witty, existential humour
• Aware of and tempted by the dark side of power
The ‘world’ as seen in all quadrants for each stage of development:
Self-identity and Value lines in the UL quadrant through the Stages of Development [Magenta to Teal] and how
68
• Seeks independent, creative work • Starts to notice own shadow (and own negative
impact)
• Possible decision paralysis
6. The Strategist
A principle feature of the Strategist action logic is self-awareness in action. It not only intuitively recognises other
action logics and itself as action logics, it also intuitively recognises all action as either facilitating or inhibiting on
going transformational change of personal, familial, corporate, or national action logics. If we are aware of ourselves
in action in the present and among others who may be framing the situation based on entirely different action logics,
participating in both incremental and transformational change, then the central question becomes: What action is
timely now to whom?
Persons operating from the Strategist action logic truly lead, whatever their organisation rank or role. They focus
their own and colleagues’ attention on whether mission, strategy, operations, and outcome are in conflict with one
another and might be aligned more coherently. The Strategist will develop ways to detect disparities between
mission and strategy, strategy and operations, and operations and outcome so that ineffective and unethical
processes can be corrected.

© integralMENTORS
The Alchemist
The final leadership action logic for which we have data and experience is the Alchemist. Our studies of the few
leaders we have identified as Alchemists suggest that what sets them apart from Strategists is their ability to renew or
even reinvent themselves and their organizations in historically significant ways. Whereas the Strategist will move from
one engagement to another, the Alchemist has an extraordinary capacity to deal simultaneously with many situations
at multiple levels. The Alchemist can talk with both kings and commoners. He can deal with immediate priorities yet
never lose sight of long-term goals.
What sets Alchemists apart from Strategists is their ability to renew or even reinvent themselves and their
organizations in historically significant ways.
Alchemists constitute 1% of our sample, which indicates how rare it is to find them in business or anywhere else.
Through an extensive search process, we found six Alchemists who were willing to participate in an up-close study of
their daily actions. Though this is obviously a very small number that cannot statistically justify generalization, it’s worth
noting that all six Alchemists shared certain characteristics. On a daily basis, all were engaged in multiple
organizations and found time to deal with issues raised by each. However, they were not in a constant rush—nor did
they devote hours on end to a single activity. Alchemists are typically charismatic and extremely aware individuals who
live by high moral standards. They focus intensely on the truth. Perhaps most important, they’re able to catch unique
moments in the history of their organizations, creating symbols and metaphors that speak to people’s hearts and
minds.
Characteristics of managers with Alchemist Action Logic
• serve the development and growth, and even
purification of themselves and other people. They will
thus often take the role of mentor or "guru" as well as
leader.
• seek transformation of organizations not according to
conventional goals or principles but according to a
higher order of behavior and being. As leaders they will
be seen as visionaries - either inspired or deluded.
• may appear to most people as other-worldly, speaking a
different language or seeing differentrealities. Thus,
others may see them as inscrutable enigmas. They may
be seen as overly abstract, spiritual, apparently
unrealistic or even "crazy"!
• either attract others or intimidate and alienate them
given their unselfconsciousness, personal inner strength,
vision and charisma.
• are aware of, bemused and saddened by the inevitability
of paradox in human affairs, yet
• address contradictions and complexity wholeheartedly.
• can have a transforming ability to draw together
opposites and initiate new directions from creative
tension.
• they can often turn around a hopeless situation by the
strength of their insight and personal courage (which
may indeed seem magical!)
• they will have multiple and diverse responsibilities which
will spread well beyond the confines of one organization.
We cannot describe Alchemists as "typically" doing anything. The sample is small and by definition Alchemists are
highly post conventional. However some of the following might be observed about leaders at this stage.

Self/Values Stages of Development
© integralMENTORS
Alchemist

Growth and Development
© integralMENTORS

Growth in all Quadrants
© integralMENTORS

Stratified Leaders Roles, Approach & Methods
© integralMENTORS

Tetra-Meshing the Developmental Journey
© integralMENTORS

Nine Intelligences
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Inter-personal
Existential
Intra-personal
Naturalist
Kinesthetic
Spatial
Linguistic
Logic
Musical
9 Multiple Intelligences - Howard Gardner

Understanding Types
MBRI types9 Enneagram types
© integralMENTORS

Understanding States
Structure-Stage
State-Stage
© integralMENTORS
Gross Subtle Casual Witness Non-Dual
GROWINGUP
WAKING UP
CLEANING UP

Evolution of Participation
© integralMENTORS

Integral Governance
© integralMENTORS
Development is Envelopment
AQAL MATRIX and Political Scales
Major:
1. internal/external (nature/nurture); also largely Left/Right
2. individual/collective (individual/social holons)
3. transformation/translation (progressive/conservative, Eros/ Agape)
4. altitude/levels (levels/lines)
Minor:
5. lines (esp. walk and talk)
6. agency/communion (autonomy/relationship)
7. progression/regression (upward/downward transformation)
8. stages/stations (developmental levels informing UL adult lifeworld)
9. regulator (governing system)
Ken Wilber: Politics, part 3—being an excerpt from the forthcoming trilogy, The Many Faces of
Terrorism 2007

Centre of Gravity
© integralMENTORS
Green
Orange
Amber
Exit
Stable
Entry
Teal
Turquoise
Magenta
Red
Socio-cultural
Dominant Mode
of Discourse
[Orange]

Dynamic Conceptual Scaffolding
© integralMENTORS
integralMENTORS Guides - [Advanced]
DYNAMIC CONCEPTUAL SCAFFOLDING – PT 1 [Working Series 020] Advanced
(DCS) [working with Structure-Stages]
There will be more issues in transcending and including from any given Stage if
there is no reasonable view or ‘level’ of competence at that lower Stage. Anyone
who transverses a Stage too superficially will have more problems at higher Stages
– usually shadow effects or dissociation. Without a significant degree of translation
at each developmental Stage [the process is similar to forced growth in plant life] –
the outcome of the transformation will be weak and weedy in all quadrants.
Grounding in each Stage must be secure before pushing through to transcend and
include to the next Stage.
A close study will usually show that where ‘Mean Memes’ appear it is amongst
those who have almost ‘skipped’ through a lower developmental Stage.
DCS works by a) getting the translation at each Stage to a sufficient level to allow the next phase of transformation
to take place from a strong base, and b) developing specific programs for individuals or small coherent groups that
allow for both this translation and then the necessary transformation if appropriate.
a) above is easier than b) and they both have to take place as AQAL ‘interventions’ – for no matter how designed,
these will always be interventions until the process has taken sufficient hold for those involved to self-organise their
own process.
There needs to be sufficient of a healthy translation at each Stage before a move is made to transformation – to be
certain to include those ‘good’ parts of the existing Stage and not just some half-baked idea of the negative aspects
that are to be transcended.
In any DCS design there is always an attempt to cover all quadrants. It is of little use spending most time working in
the ULQ if there is not support in the other three quadrants. If this tetra-meshing does not happen in a serious waySource - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

© integralMENTORS
20
own process.
There needs to be sufficient of a healthy translation at each Stage before a move is made to transformation – to be
certain to include those ‘good’ parts of the existing Stage and not just some half-baked idea of the negative aspects
that are to be transcended.
In any DCS design there is always an attempt to cover all quadrants. It is of little use spending most time working in
the ULQ if there is not support in the other three quadrants. If this tetra-meshing does not happen in a serious way
we end up with a narcissistic self-absorbed individual, no matter what Stage they are at [1st or 2nd tier] – with a
mistaken view that the path and methods they have used to overcome their own issues, including shadow, are the
best or the same for everybody.
DCS is an attempt to determine what support is needed at what level for individuals or groups to let them handle
the new level of complexity at a higher Stage of consciousness. A system that provides support to individual or
group development – whether translational or transformational.
The bits we can do at anytime are supported by this Scaffolding so that the usually difficult process of
change/learning (cf Max Singer) is held and supported during the process. Category level 3 complexity –
represented by throwing a ball back and forth (boss and worker – Robert Kegan) is supported when development
programs require a Category level 4 complexity – represented by the juggling of many balls. The Dynamic
Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

© integralMENTORS
A Broader Framework
Transformation in the Self-line of development
A quick simplistic guide to the categories views at each level and the changes that will need to be made if
transformation is pursued.
This table describes an individual’s COG or their ‘Walk’ – their ‘Talk’ [cognitive –line] may be from a higher stage and
must not be confused with their actual COG. What is key for any mentor is to determine the ‘Walk’ of both the
people they are working with and of themselves. [Particular in the mentors case this needs a deep understanding of
their development as this type of work is based on the notion of ‘self-as-instrument]
A Broader Framework
Conceptual Scaffolding will catch some and allow the individual to concentrate on a few only at each point in time –
this process will still be/feel uncomfortable as Dynamic Conceptual Scaffolding will always ensure that limits are
being pushed.
Translation is what is usually happening when we look at most management development, mentoring, coaching
programmes. It is getting better results by doing things differently. But it’s the same old bottom lines.
Transformation is a completely different ball game.
The developmental matrix and the process of support (also Kegan level CL5 relationship) including the Dynamic
Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ the
overall conceptual framework whether represented by Wilber 5 or any other such system. This is because we can
only work with maps that we ourselves create.
The Processes of Dynamic Conceptual Scaffolding
Part 1 – TRANSLATION [movement of surface structure]Source - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

© integralMENTORS
Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ the
overall conceptual framework whether represented by Wilber 5 or any other such system. This is because we can
only work with maps that we ourselves create.
The Processes of Dynamic Conceptual Scaffolding
Part 1 – TRANSLATION [movement of surface structure]
The first step is probably to determine what
support, if any, is needed to help an individual
translate at their present Stage, to relatively
healthy version of that same Stage. If their present
Stage is not sufficiently ‘healthy’ a program is
developed to assist – this program could be
interventions in any or all of the quadrants. It
could be advice to seek help from other
professionals - for example: a psychotherapist for
ULQ, [there would be a different type of
practitioner for each Stage of development] a
dietician for URQ, Cultural groups {again Stage
specific] for LLQ and System advisors for LRQ [the
latter two to help individuals adjust to different
types of Orange groups [worldviews] and system
thinking etc..
These interventions are about making individuals
[or small groups] more healthy at the Stage they
already inhabit. And there are many different
interventions that can be suggested – these will
always depend on the current condition and
context of those involved. This is usually not a
quick-fix, but a long term commitment to ‘improvement’. Many interventions may never go beyond this translatitive
process - where more and more depth is included but no transformation is looked for – this is unusual as in the long-
run many people do seek more, even if they plateau at present Stage for long periods. If there is no perceived need
to change – ‘why make the effort’ is the thought often expressed.

© integralMENTORS
[Note for facilitator or mentor: As shown in the graphics – no change can realistically be expected if the mentor is not
‘walking the talk’ or ‘leading by example’. The person or group will give up or change mentors if they feel there is a
disconnect between what the mentor says and how he/she behaves.]
DO NOT rush this first step. It is probably the most important help one can give in many international development
situations. If rushed many issues that are important to connect with and master at this Stage my be badly transferred
to the next structure-Stage. The process of ‘transcend and include’ is damaged or poorly integrated – this then
often means that past Stages are demonised {the ‘mean meme’ syndrome] and also means that future Stages are
more problematic. [dissociation and shadows].
Therefore, in the translation component of DCS the individual is considered from each quadrant and the help given
will be dependent on the ‘relative health of each’ and an intervention planned over time to support actions as
appropriate in each or all quadrants. [Graphics show the support for this translatitive process]
Part 2 – TRANSFORMATION [movement of deep structure] – [transcend and include]
What do we mean by movement of deep
structure – to quote “…we can say that at each
point in evolution or development, a mode of
self becomes merely a component of a higher-
order self.
“This can be put in several different ways, each
of which tells us something important about
development, evolution and transcendence: 1)
what is identification becomes detachment [or
non-attachment]; 2) what is context becomes
content (that is, the context of cognition and
experience of one level becomes simply a
content of the cognition and experience of the
next); 3) what is ground becomes figure (which
releases higher-order ground); 4) what is
subjective becomes objective (until both terms
become meaningless); and 5) what is conditionSource - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

© integralMENTORS
Therefore, in the translation component of DCS the individual is considered from each quadrant and the help given
will be dependent on the ‘relative health of each’ and an intervention planned over time to support actions as
appropriate in each or all quadrants. [Graphics show the support for this translatitive process]
Part 2 – TRANSFORMATION [movement of deep structure] – [transcend and include]
What do we mean by movement of deep
structure – to quote “…we can say that at each
point in evolution or development, a mode of
self becomes merely a component of a higher-
order self.
“This can be put in several different ways, each
of which tells us something important about
development, evolution and transcendence: 1)
what is identification becomes detachment [or
non-attachment]; 2) what is context becomes
content (that is, the context of cognition and
experience of one level becomes simply a
content of the cognition and experience of the
next); 3) what is ground becomes figure (which
releases higher-order ground); 4) what is
subjective becomes objective (until both terms
become meaningless); and 5) what is condition
becomes element (e.g., the mind, which is a
priori condition of egoic experience, becomes
merely an element of experience in the subtle.)
“Each of those points is, in effect, a definition of
transcendence. Yet each is also a definition of a stage of development. It follows that the two are essentially identical,
and that evolution, as has been said, is actually “self-realisation” through self-transcendence. “
The graphics illustrate how once translation is complete to a sufficient level [shown in the graphics by the 4Q in the
ULQ] support to an individual’s transformational process is provided from each quadrant but only from the processes
designed from one Stage above. This support, as far as is possible, covers all quadrants and is NOT limited to the
ULQ of personal inner change – working in ULQ only this is never sufficient to produce real change that actually
shifts the COG – it is through tetra-meshed interventions that the ‘talk’ in time becomes the ‘walk’ and we get real
movement in the deep structure.
There are so many instances where the change has only occurred in the cognitive line of development and the COGSource - Guides for Integrally Informed Practitioners (volume 1): Basic Paul van Schaik integralMENTORS 2016

© integralMENTORS
A system that provides support to individual or group development – whether
translational or transformational.
The ‘bits’ we can do at anytime are supported by this ‘scaffolding’ so that the
usually difficult process of change/learning (cf Max Singer) is held and
supported during the process. Category level 3 complexity – represented by
throwing a ball back and forth (boss and worker – Robert Kegan) is supported
when development programmes require a Category level 4 complexity –
represented by the juggling of many balls. The Dynamic Conceptual
Scaffolding will catch some and allow the individual to concentrate on a few
only at each point in time – change will still be/feel uncomfortable as Dynamic Conceptual Scaffolding will always
ensure that the limits are being pushed.
Translation is what is usually happening when we look at most management development, mentoring, coaching
programmes. It ‘s achieving better results by doing things differently. But it’s the same old bottom lines.
Transformation is a completely different ball game.
The developmental matrix and the process of support (also Kegan level CL5 relationship) including the Dynamic
Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ (the
overall conceptual framework) whether represented by Wilber 5 or any other such system.
We can only work with maps that we ourselves create.
[Excerpt - integralMENTORS Dynamic Conceptual Scaffolding [Working Series 020] Advanced]

© integralMENTORS
Conceptual Scaffolding have one overall aim - one prime directive, that is: the health of the ‘whole system’ (the
overall conceptual framework) whether represented by Wilber 5 or any other such system.
We can only work with maps that we ourselves create.
[Excerpt - integralMENTORS Dynamic Conceptual Scaffolding [Working Series 020] Advanced]
Current Interventions being tested or considered at the moment
URQ
Fast Diet – health mental and physical [tested – in operation]
Fast Exercise - health mental and physical [testing – in operation]
Various types of physical therapy – [use of external professionals]
Various types of nutrition therapy – [use of external professionals]
ULQ
Fast Meditation – health spiritual [mental and physical] [we are data
gathering]
Various types of psychological therapy – [use of external professionals] – see
separate sheet.
Various types of spiritual therapy – [use of external professionals] – there are
so many of these available - various meditation types, Big Mind in various forms etc.

Stages in Communication - Amber
A Broader Framework
STAGES IN COMMUNICATION
Amber - mythic, ethnocentric, traditional
" Obedience to the rule of Order.”
Key Words: stewardship; Single secular or religious framework; "conformist".
Amber will Sacrifice self for reward later.
Amber will align to the one truth [which ever one that may be.
Amber ‘world’ has meaning, direction, and purpose, with outcomes
determined by an all powerful Other or Order.
Amber’s duty is to protect borders, homelands, hearth, preserve way of life,
defend "holy" cause.
Amber’s time horizon: past and present (today)
What's Amber values or finds Important
- Maintain order and follow the law (divine law or state
laws);
- Keep harmony and stability;
- Manage Nature for future bounty;
- Follow higher authority and rules to avoid punishment.
Self found in
- Earth as Garden of Eden; - Puritan ethos;
- Boy and Girl Scouts;
- Environmental legislation and protection agencies;
- Endangered species regulations.
How or Whom to communicate through/with
- Rightful, proper kind of authority;
- A higher position in the One True Way;
- Down chain of command;
- According to rules;
- Person with position, power, and rank;
- In compliance with tradition and precedent.
Underlying Values
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45
- Rightful, proper kind of authority;
- A higher position in the One True Way;
- Down chain of command;
- According to rules;
- Person with position, power, and rank;
- In compliance with tradition and precedent.
Underlying Values
- Life has meaning, direction, and purpose, with outcomes determined by an all powerful Other or Order.
- This righteous Order enforces a code of conduct based on absolutist and unvarying principles of right and wrong.
- Violating the code or rules has severe, perhaps everlasting repercussions. - Following the code yields rewards for
the faithful. Basis of ancient nations. - Rigid social hierarchies; - Paternalistic; - One right way and only one right
way to think about everything. - Law and order; - Impulsivity controlled through guilt; - Concrete-literal and
fundamentalist belief; - Obedience to the rule of Order.
What’s important
- Sacrificing self for a transcendent Cause, (secular or religious) Truth, mission, future reward; laws, regulations, and
rules;
- Discipline, character, duty, honour, justice, and moral fibre;
- Righteous living; controlling impulsivity through guilt; - Following absolutistic principles of right and wrong, black
and white; - Being faithful, maintaining order and harmony; - One right way to think/do; - Convention, conformity.
Self-Identity
- Emergence of capacity to see and respond to what others want;
- Self-identity defined by relationship to group, whose values impart strong sense of “shoulds” and “oughts”; -
Values that differ from one’s own are denigrated or avoided; Conform to norms of whatever group they want to
belong to (including gangs and peer-groups); - Avoid inner and outer conflict; - Think in simple terms and speak in
generalities and platitudes; - Attend to social welfare of own group; -
©integralMENTORS
Do Don’t
- Appeal to competitive advantage and leverage; -
Draw upon success, progress, and status motivations;
inspire to face the challenge; - Call for bigger, better,
newer, faster, more popular; - Cite experts; use
scientific data, calculated risks, proven experience; -
Show increased profit, productivity, quality, results; -
Demonstrate as best option, strategy; - Show as way
to pre-empt government intervention.
- Put down profit or entrepreneurship;
- Talk about collectivization; - Challenge compulsive
drives;
- Deny rewards for good performance; - Force
sameness;
- Trap with rules and procedures; - Seem inflexible or
ordinary;
- Treat as one of the herd.

©integralMENTORS
ordinary;
Healthy manifestation Unhealthy manifestation
Entrepreneurialism, ambition. Desire to improve, to be
best. Attitude of thrive and help thrive. Expand
economic cake. Produce the middle class.
Crass materialism, dishonest government and business,
shady dealing. Contamination of the environment for
profit. Destructive, competitive, gamesmanship.
Consultants
Depending of activities required use consultants with a COG of Orange. Green is often seen as being too ‘touch-
feely’. Green could be OK where consultant is very pragmatic.
Teal + can work if the consultant a) has extensive experience in developing countries, and b) has been well briefed
about the surface levels enactment of there deep level developments.
Training/Coaching/Mentoring
- Developing future sense with possibilities of multiple outcomes
- Trial-and-error experiments to achieve anticipated outcomes
- Opportunities to analyse and improve - particularly via technology - Complete self-motivation to achieve the
desired future outcome(s)
The "teacher" is now a resource to be used.
Management & Organisational Methods
Achievement motivation; Management by objective, NLP training, Maintenance & motivational, Factors “X” & “Y”,
Orientation, Strategic planning; Situational management; Managerial grid.

Orange - rational, world-centric, pragmatic, modern.
Key Words: Manage, use, and exploit society for profit and play; "individualist.
Orange is success-driven searching for best answer and ways to advance
Goal-orientated planning and strategies to do better. Economic focus is
on competition.
Orange believes in the laws of science rule politics, the economy, and human
events.
Orange to advance economic spheres of influence or access to raw materials
and markets.
Orange needs success, to making things better, progress, prosperity, status,
and glitz.
Orange’s time horizon: Months
What's Orange values or finds Important
- Progress, prosperity; Independence;
- Financial success and the "good life";
- Science, technology, universal" rights, invisible
economic hand; - Improve life through
competition.
Self found in
- Natural Capitalism; - Conservationism; - The
science of ecology; - Urban planning; - Utilitarian
perspectives;
- Environmental psychology; - Industrial agriculture.
- One's own right-thinking mind;
- Successful mentors and models;
- Credible professionals;
- Sources which are advantageous to the self-image,
result from one's own observations, or are based upon
experience.
©integralMENTORS
Stages in Communication - Orange

47
- Science, technology, universal" rights, invisible
economic hand; - Improve life through
competition.
science of ecology; - Urban planning; - Utilitarian
perspectives;
- Environmental psychology; - Industrial agriculture.
- One's own right-thinking mind;
- Successful mentors and models;
- Credible professionals;
- Sources which are advantageous to the self-image,
result from one's own observations, or are based upon
experience.
Underlying Values
- At this wave, the self escapes from the herd mentality of amber, and seeks truth and meaning in individualistic
terms — hypo-theotico-deductive, experimental, objective, mechanistic, operational — scientific in the typical
sense. - Highly achievement oriented, especially toward materialistic gains. - The world is a chess-board on which
games are played as winners gain pre-eminence and perks over losers.
- Marketplace alliances; - manipulate earth’s resources for one’s strategic gains. - Basis of corporate states.
What’s important
- Progress, prosperity, optimism, and self-reliance; - strategy, risk-taking, and competitiveness; goals, leverage,
professional development, and mastery; - rationality, objectivism, demonstrated results, technology, and the
power of science;
- use of the earth’s resources to spread the abundant ‘good life’;
- advance by learning nature’s secrets and seeking the best solutions.
Self-Identity
- Primary elements of adult ‘conscience’ are present, including long-term goals, ability for self-criticism, and a
deeper sense of responsibility. - Interested in causes, reasons, consequences, and the effective use of time; -
future-oriented and proactive; - initiator rather than pawn of system; - blind to subjectivity behind objectivity; -
feel guilt when not meeting own standards or goals;
- behavioural feedback accepted.
©integralMENTORS

©integralMENTORS
Do Don’t
- Appeal to competitive advantage and leverage; -
Draw upon success, progress, and status motivations;
inspire to face the challenge; - Call for bigger, better,
newer, faster, more popular; - Cite experts; use
scientific data, calculated risks, proven experience; -
- Put down profit or entrepreneurship;
- Talk about collectivization; - Challenge compulsive
drives;
- Deny rewards for good performance; - Force
sameness;
ordinary;
Entrepreneurialism, ambition. Desire to improve, to be
best. Attitude of thrive and help thrive. Expand
economic cake. Produce the middle class.
Crass materialism, dishonest government and business,
shady dealing. Contamination of the environment for
profit. Destructive, competitive, gamesmanship.
Consultants
Depending of activities required use consultants with a COG of Orange. Green is often seen as being too ‘touch-
feely’. Green could be OK where consultant is very pragmatic.
Teal + can work if the consultant a) has extensive experience in developing countries, and b) has been well briefed
about the surface levels enactment of there deep level developments.
- Developing future sense with possibilities of multiple outcomes
- Trial-and-error experiments to achieve anticipated outcomes
- Opportunities to analyse and improve - particularly via technology - Complete self-motivation to achieve the
desired future outcome(s)
The "teacher" is now a resource to be used.
Management & Organisational Methods
Achievement motivation; Management by objective, NLP training, Maintenance & motivational, Factors “X” & “Y”,
Orientation, Strategic planning; Situational management; Managerial grid.

©integralMENTORS
Stages in Communication - Green
A Broader Framework
Green - pluralistic, multicultural, postmodern
Key Words: Equality; Protect societies for humanity & for their intrinsic nature no matter what their values;
"Communalist".
Green Sacrifice self to get acceptance now.
Green ‘world’ is strongly egalitarian, anti-hierarchy, pluralistic values, social
construction of reality, diversity, multiculturalism, relativistic value systems;
this worldview is often called pluralistic relativism.
Green Reaches decisions through reconciliation and consensus (downside
interminable processing and incapacity to reach decisions).
Green’s Time horizon: 1 to 10+ years
What's Green values or finds Important
- Liberate all humans and life from greed and
domination;
- Protect the global commons; - Promote community
and unity; - Share resources; - Connect with Spirit; -
Consensus;
- Social responsibility; - Political correctness.
Aspects of Self may be found in
- Environmental Justice; - Green politics;
- Social construction of nature; - Corporate citizenship
Social
- Ecology; - Animal rights.
How or Whom to communicate through/through
- Consensual, communitarian norms; enlightened
colleague;
- The outcome of sharing and participation; The
result of self-growth;
- Observation of events; The here and now;
- Appeals to affect/ feelings/ emotions.

©integralMENTORS
Stages in Communication - Green
49
colleague;
- The outcome of sharing and participation; The
result of self-growth;
- Appeals to affect/ feelings/ emotions.
Underlying Values
- Communitarian, human bonding, ecological sensitivity, networking. - The human spirit must be freed from greed,
dogma, and divisiveness; - feelings and caring supersede cold rationality;
- Cherishing of the earth, Gaia, life; - Against hierarchy; - Establishes lateral bonding and linking. - Permeable self,
relational self, group intermeshing; - Emphasis on dialogue, relationships; - Basis of values communes (i.e., freely
chosen affiliations based on shared sentiments). - Refresh spirituality, bring harmony, enrich human potential.
What’s important
- Sensitivity to others and the environment; - feelings and caring (in response to the rationality of Orange); - harmony
and equality; - reconciliation, consensus, dialogue, participation, relationships, and networking; human development,
bonding and spirituality; - diversity and multiculturalism; - relativism and pluralism; - freeing the human spirit from
greed, dogma, and divisiveness; - distributing the earth’s resources and opportunities equally among all. -
Systematic problem solving; - Begins to seek and value feedback.
Self-Identity
- Makes decisions based upon their own view of reality; - Aware that interpreting reality always depends on the
position of the observer; - More tolerant of oneself and others due to awareness of life’s complexity and individual
differences; - Questions old identities; - More interested in personal accomplishments independent of socially
sanctioned rewards; - Increased understanding of complexity, systemic connections, and unintended effects of
actions; - Begins to question own assumptions and those of others; - Talks of interpretations rather than truth.

©integralMENTORS
Stages in Communication - GreenIntegralMENTORS Guides – [basic]
Do Don’t
- Create a sense of belonging, sharing, harmony; -
Show sensitivity to human issues, Nature, and others; -
Call for an expansion of awareness, self understanding,
and liberation of the oppressed; - Use symbols of
equity, humanity, and bonding; - Use gentle language
and Nature imagery; - Build trust, openness,
exploration for growth; - Present real people and
authentic emotional displays; - Encourage
participation, sharing, consensus, teamwork,
community involvement.
- Assault the group's goals and ideals;
- Try to get centralized control;
- Reject the collective for individual accountability;
- Deny affect and feelings;
- Degrade quality of life or environment;
- Rely on "hard facts" and exclude people factors;
- Act elitist.
Beyond materialism and dogma. Focuses on warm inter-
personal relations. Promotes affiliation and personal
growth. Supports consensus and community. Softens
edges in conflict. Genuine concern for others.
Naïve egalitarianism within moral crusades. Compassion
becomes patronising contempt. Romanticises the under-
privileged. Develops a narrow view of human diversity.
Demands piety, harmony and understanding above all
else.
Consultants
Depending on activities required use consultants with a COG of Teal as Green is likely to be underwhelmed and
overwhelmed by Orange - seen as too ‘rational’. Green could be OK where consultant is very pragmatic.
Teal + can work if the consultant a) has extensive experience in developing countries, and b) has been well
briefed about the surf ace levels enactment of there deep level developments..
- Bigger picture thinking and emotional responsiveness - What is important can be subject to consensus
- Learning from peers/group learning - Personal development/development of self, within the group
The "teacher's" job is to facilitate the development of the group and individuals within the group.
Managing & Organising Methods
Sensitivity Training Corporate Cultures ‘Z’ Orientation Quality Circles Wellness Programs.

©integralMENTORS
Stages in Communication - Teal
A Broader Framework
Teal - global mind, early vision-logic, higher mind
Key Words: Flexibility, spontaneity, and functionality have the highest priority.
Teal express self with concern for, and not at the expense of, other.
Teal ‘world’ is a chaotic organism where change is the norm and uncertainty an
acceptable state of being.
Teal has recognition of overlapping dynamic systems and natural hierarchies in
any context.
Teal’s time horizon: Life time (own history)
What's Teal values or finds Important
Qualities and responsibilities of being. Basic theme:
Live fully and responsibly as what you are and learn to
become.
Self found in
Leads in reframing, reinterpreting situation so that
decisions support overall principle, strategy, integrity,
and foresight.
Underlying Values
- Life is a kaleidoscope of natural hierarchies
[holarchies], systems, and forms. - Flexibility,
spontaneity, and functionality have the highest priority.
- Differences and pluralities can be integrated into
interdependent, natural flows. - Egalitarianism is
complemented with natural degrees of excellence
where appropriate. - Knowledge and competency
should supersede rank, power, status, or group.
- The prevailing world order is the result of the
existence of different levels of reality and the inevitable
patterns of movement up and down the dynamic
developmental stages.
- Good governance facilitates the emergence of entities
through the levels of increasing complexity (nested
hierarchy).

©integralMENTORS
Stages in Communication - Teal
51
- Differences and pluralities can be integrated into
interdependent, natural flows. - Egalitarianism is
complemented with natural degrees of excellence
where appropriate. - Knowledge and competency
should supersede rank, power, status, or group.
developmental stages.
- Good governance facilitates the emergence of entities
through the levels of increasing complexity (nested
hierarchy).
What’s important
The magnificence of existence (over material possessions); flexibility, spontaneity, and functionality; knowledge and
competency (over rank, power, status); the integration of differences into interdependent, natural flows;
complementing egalitarianism with natural degrees of ranking and excellence; recognition of overlapping dynamic
systems and natural hierarchies in any context.
Self-Identity
Comprehends multiple interconnected systems of relationships and processes; able to deal with conflicting
needs and duties in constantly shifting contexts; recognizes the need for autonomy while parts of a system are
interdependent; recognizes higher principles, social construction of reality, complexity and interrelationships;
problem finding not just creative problem solving; aware of paradox and contradiction in system and self;
sensitive to unique market niches, historical moment, larger social movements; creates ‘positive-sum’ games;
aware of own power (and perhaps tempted by it); seeks feedback from others and environment as vital for
growth and making sense of world.
Healthy manifestation
Unhealthy manifestation
Big-picture view of life systems. Values what is natural –
less can mean more. Focuses on competency,
responsibility, and freedom of choice. Rejects status,
conformity, authoritarian structures. Information and
knowledge-based decision making. Capable of fearless,
creative problem solving.
Often drops out, stays on side-lines or “does own thing”
regardless. Shows little passion for others. Absorbed in
self-interest. Pursues a variety of interests based on self-
motivation. Often “lets things be” to excess.

©integralMENTORS
Stages in Meaning of Space & Boundaries
A Broader Framework
STAGES - Meanings of Space & Boundaries
Guide for projects working with physical settlement and infrastructure in
diverse communities.
These are very general and should be augmented with local context of the surface structures in play within each
culture or community.
Stage Meanings Of Space & Boundaries: Urban Manifestations:
Magenta Sacred and special ground defined by the events and
happenings of the past important to the group. Marked by
symbols, defined by traditions, limited by visual and
walking distances, natural physical features are revered as
are the old country and home ways and seasonal activities
Deeply spiritual places with strong historical, custom and
traditional links to the past and rites of passage as
individuals, families, tribes, communities, nationalities –
hills, rivers, sites and areas of special events, cemeteries –
visited, respected, tended with high regard, mysticism, and
spirituality.
Red Areas of conquest over which the victor reigns, controls
and leaves a personal mark. Strongly defined and
defended boundaries outside which danger and enemies
exist and threaten the gained spoils
Defined and protected personal areas – private homes,
factories, sports grounds, gang turf, individual and group
property which is defined, used, defended and protected by
powerful physical and visible means and signs – illegal land
invasions, primary industries.
Amber Land and space is precisely and carefully surveyed,
documented, assigned and allocated, boundaries are
marked permanently obeyed and protected for the stability
and future of the group through treaties and compacts for
all to enjoy. The use of land is determined and justified by a
future purpose and goal.
Well established and carefully maintained areas and spaces
for all aspects of living carefully identified, controlled and
marked (land use zoning & cadastral maps) to ensure the
uses are established for the benefit of the group – homes,
schools, churches, police stations, social institutions, hi-tech,
research, scientific, technological uses
Orange Areas of property which can be used to realise the benefits
of calculated risk taking – from which individual wealth,
material gain and status can be extracted to be displayed
and shown for all to see and made aware of economic
High status areas of living and working which have resulted
from successful wealth creation, prosperous displays of
affluence and image – buildings and property developments
which are designed and built to make financially successful

©integralMENTORS
A Broader Framework
STAGES - Meanings of Space & Boundaries
Guide for projects working with physical settlement and infrastructure in
diverse communities.
These are very general and should be augmented with local context of the surface structures in play within each
culture or community.
Stage Meanings Of Space & Boundaries: Urban Manifestations:
Magenta Sacred and special ground defined by the events and
happenings of the past important to the group. Marked by
symbols, defined by traditions, limited by visual and
walking distances, natural physical features are revered as
are the old country and home ways and seasonal activities
Deeply spiritual places with strong historical, custom and
traditional links to the past and rites of passage as
individuals, families, tribes, communities, nationalities –
hills, rivers, sites and areas of special events, cemeteries –
visited, respected, tended with high regard, mysticism, and
spirituality.
are the old country and home ways and seasonal activities visited, respected, tended with high regard, mysticism, and
spirituality.
influence and achievement.
statements with appearance more important than substance.
Green Communally shared open areas used for mutual social
development, sharing and growth, boundaries and
divisions are scorned as artificial and keeping people apart
as the whole community must share and have equal access
to land and space for the common good of the everyone in
the group. No one person nor group can be dominant.
Open areas, rural and natural land and space with no limits
to access, ownership and use as everyone must be able to
live in harmony with each other and the environment
without restraints and restrictions, strong focus on the
redistribution and sharing of any material gains and spoils
for the sustainable benefit of all.
Teal Different needs for space and land must be provided for,
integrated and legitimised to minimise and prevent
boundary conflicts, spatial disputes and land abuse which
will be harmful to the overall balance of the systems;
conflict over space between the different systems is
recognised as inherent and inevitable, striving for
constructive diversity to blend all aspects of the community
and its spatial needs –especially the best parts into a
synergistic whole.
The balanced systemic integration of the different spatial
needs and requirements to provide a dynamic chaordic,
diverse spatial environment of nodes an networks which
grows, adapts and develops to meet all needs without
threatening its own sustainability and ability to change and
adapt – changing urban areas of growth and regrowth as
individual and group needs and requirements flex and flow
with a freedom to be – balanced, flexible and appropriate
mixed uses.
Stages in Meaning of Space & Boundaries

©integralMENTORS
Stages in DevelopmentIntegralMENTORS Guides – [basic]
Centre of Gravity Walk and Talk
Common Mode of Discourse [CMD]
In all societies people will be
operation from a number of
development stages or levels –
the majority at a particular
community or society would
define the common mode of
discourse – that is the
worldview, culture, language
etc. that would be heard. But
there would also certainly be a
leading edge at a higher stage
and a trailing tail at a lower
stage of development.
Centre of Gravity [COG]
Equally individuals has a centre
of gravity of all their different
lines or streams. Here again
there would also certainly be a
leading edge usually the
cognitive line and a trailing tail often the moral line. While the ego/self,
values lines development tend to define the COG
The ‘Walk’ and the ‘Talk’
COG and CMD the reason that
people very often talk about
their ideas from a higher stage
than that from which they
behave. ………
Manifestation:
All these Stages are the deep
structure and have been
studied by looking at each of
individual subjective lines of
development.
The way that these deep
structure Stages appear as
surface structure in each culture
or society can be very different.
It is therefore important not to
provide identical responses to
all, but to tailor each activity to
the actual manifestation of
these Stages in each society.
Development occurs through the interplay between person and environment, not just by one or the other. It is
a potential and can be encouraged and facilitated by appropriate support and challenge.
The depth, complexity, and scope of what people notice can expand throughout life. Yet no matter how
evolved we become, our knowledge and understanding is always partial and incomplete.

©integralMENTORS
Stages in Development
38
leading edge usually the
cognitive line and a trailing tail often the moral line. While the ego/self,
values lines development tend to define the COG
all, but to tailor each activity to
the actual manifestation of
these Stages in each society.
Development occurs through the interplay between person and environment, not just by one or the other. It is
a potential and can be encouraged and facilitated by appropriate support and challenge.
The depth, complexity, and scope of what people notice can expand throughout life. Yet no matter how
evolved we become, our knowledge and understanding is always partial and incomplete.
As development unfolds, autonomy, freedom, tolerance for difference and ambiguity, as well as flexibility,
reflection and skill in interacting with the environment increase, while defenses decrease.
Overall, worldviews evolve from simple to complex, from static to dynamic, and from egocentric to socio-
centric to world-centric.
Each later stage in the sequence is more differentiated, integrated, flexible and capable of functioning
optimally in a world that is rapidly changing and becoming more complicated.
People's stage of development influences what they notice or can become aware of, and therefore what they
can describe, articulate, influence, and change.
The main reason that learning is as slow as it is, is that learning means giving up ideas, habits, and
values. Some of the old “learning” that has to be given up or “unlearned” was useful in the past, and is still
useful to some of the people in the society. Some of the things that people have to unlearn are traditions that
are dear to people, and that may be part of their personal character development. Some of what needs to be
forgotten are ways of living that still have important values to people.

Magenta
• Through imitation and repetition
• Animistic analogies - fairy-tales, cartoons and animal metaphors
• Chants, dances, rhythm music, rituals
• Practical kinesthetics
• Learning what the Tribe learns is a major driver
The relationship with the “teacher” is critical - that person must be a mystical,
shamanistic figure
Magenta
2-8
years
Exit
Magenta
Learning by modelling is still important - but satisfaction of the embryonic ego will also
influence what is learned
Enter
Red
Red
• Instant results - pain or punishment
• No threats - only promises of certain outcomes
• Hands-on action learning - the opportunity to experience it for themselves
• What is learned needs to be immediately relevant to the circumstances the
individual perceives him/herself to be in
Respect for the “teacher” as a hero figure is important - but the teacher must
also show respect back to the blossoming egos
Red
9-12
years
Exit
Red
What pleases (or is immediately relevant) is still central but there is also some desire
now to know what the procedures for learning are - and that leads to WHAT should be
learned
Enter
Amber
Amber
• Acceptance of Truth from the Higher Authority
• Prescriptive teaching/learning - following set procedures
• Right/wrong feedback - testing on the learning
The work set will be done because it is “the correct thing to do” - but don’t
expect imagination in the work or more than is set
Amber
13-17
years
Exit
Amber Self-motivation starts to emerge - though learning procedures are still necessary
Enter
Orange
Spiral Learning & Education
© integralMENTORS

Orange
• Developing future sense with possibilities of multiple outcomes
• Trial-and-error experiments to achieve anticipated outcomes
• Opportunities to analyse and improve - particularly via technology
• Complete self-motivation to achieve the desired future outcome(s)
The “teacher” is now a resource to be used
Orange
18+
years
Exit
Orange
Broader concerns now start to emerge and there is a need to make sure everybody is
getting opportunities
Enter
Green
Green
• Bigger picture thinking and emotional responsiveness
• What is important can be subject to consensus
• Learning from peers/group learning
• Personal development/development of self - within the group
The “teacher’s” job is to facilitate the development of the group and individuals
within the group
Green
18+
years
Exit
Green
Enter
Teal
Teal Teal50+
Exit
Teal
Enter
Turquoise
60+
Spiral Learning & Educationy
© integralMENTORS

Developmental Potential
Philosophy Beliefs Attitudes Relationships
Generative Do for all in a
way that best
serves all
Organisations are
consciously
evolving social
organisms
We are for each
other and the
whole
Co-operative
Evoking genius
Mutually
nourishing
Sustainable Do unto others
as you would
have them do
unto you
Organisations are
living systems
We are all in this
together
Caring
Appreciative
High integrity
Compliant Do unto others in
a way that is fair
Ideal organisation
is a well oiled
machine
You scratch my
back ……
Respectful
Purposeful
Honest
Dysfunctional Do it to others
before they do it
to you
People are the
problem
I will use you Disrespectful
Dishonest
Discounting
Toxic Do others in
before they do
you in
Might makes right I will defeat you Attacking
Blaming
© integralMENTORS

Urban Hub 2 : Integral Methodological Pluralism - Thriveable Cities

Urban Hub 2 : Integral Methodological Pluralism - Thriveable Cities

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