Integral framework application - a practical example
Integral Framework A practical example for application by Dr. Bettina Geiken Integral Project Designbettina.firstname.lastname@example.org
Integral FrameworkThe following presentation is an expression ofmy personal understanding of and experience with the Integral framework, based on the writings and books by Ken Wilber. For more information on Integral framework please see http://www.integralinstitute.org/
Integral Framework The AQAL ModelUpper Left: Upper Right:phenomenology, empiricism,psychotherapy, scientificmeditation, analysis, qualityemotional control,intelligence, behaviouralpersonal modificationtransformationLower Left: Lower Right:multiculturalism, systems theory,postmodernism, social systemsworldviews, analysis, techno-corporateculture, economic modes,collective values communication networks, Graphics from: http://coolmel.typepad.com/project_trinity/2003/11/wake_up_the_aqa.html systems analysis The map has five major aspects that are referred to as "quadrants, levels, lines, states, and types." - This model displays only quadrants and levels
Possible Application of the AQAL Model• Analysis of situation (present, preferred)• Extract transparent knowledge• Discover key questions• Project monitoring and evaluation• Project management• Extrapolate probability of success of project/process For more information• www.integralinstitute.org, www.kenwilber.com
Why AQAL• "Integral" means "inclusive, balanced, comprehensive, connected" • Dedicated to the proposition that partial and piecemeal approaches to complex problems are ineffective.• It is not about right and wrong, but how to effectively combine partial truths to get a more whole picture.• Can be used on any question/situation/problem/vision - from psychology to ecology, from business to politics, from medicine to education etc• Using this approach can tap into the intuition or sensing capacity of the individual or team - (emotional intelligence - soft factors)• Depending on how many viewpoints contribute, other connections and realities emerge = process is more about creating than just analysing what is.• In project management can give clarity on own position/domain and actual possibilities of intervention to change a situation
Practical Example - created from 2 viewpoints Hindering and helpful factors for Innovation in the greenhouse sector Individual + Many growers oversee the whole sector, + Technologies (Hardware, Software) + entreprenuership, + new heating systems, + willingness to see competitors as + new materials colleagues for collaboration + new plant varieties – Laws creating resistance + new processes – Low trust in technology, – creative ideas often blocked by previous knowledgeInterior Exterior + Information travels fast ± Innovation focuses on things growers can + Cooperative approach of growers to understand buying and selling – Focus on more technology, more + Professional associations invest into intensity, less on other factors research (management, values, behaviors, etc) + Well organised sector - strong lobby – Innovation takes place mainly in the group currently acceptable + effective collaboration with Ministry scientific/technological range ± laws for light emission, chemicals, – Knowledge confined to specific sectors, employment little awareness of this fact, few « spillover » agents + Training courses for growers on new technologies – Lack of appropriate communication to a given audience – Lack of experiental training – Low ownership of innovative technology – Tender criteria focus on feasibility by growers not on innovation – Lack of openness to new solutions by – Research money often for funding organisations/evaluation commercially non feasible projects. committees Collective
Conclusions• There is no « right » way to build the matrix - Try it yourself• It is experiential - the more you use it, the easier it becomes to see/sense the interconnections between the quadrants and access transparent knowledge in the individual or the group• Making the matrix is only the first step, then make decision in which way to use the results according to your objectives and intentions.