Presentation on Indigenous Spirituality and Creativity at Work World Congres, Barcelona, April 2015. A case study in Ghana was discussed. Spiral Dynamics as described by Clare Graves, Don Beck and Loraine Laubscher were integrated with inclusivity theory as described by Viljoen. Meta-insights gained on engagement and inclusivity were shared.

1. Indigenous
Spiritual
Consciousness
at
work
–
a
Ghana
Case
study
Dr
Rica
Viljoen,
Mandala
Consul?ng
University
of
Johannesburg,
South
Africa
rica@mandalaconsul?ng.co.za

2. Dr
Rica
Viljoen
University
of
Johannesburg
+27824495846
rica@mandalaconsul?ng.
co.za
If
you
want
to
walk
fast,
walk
alone,
If
you
want
to
walk
far,
walk
together.

3. Business
Challenges
• Gold
Fields
3rd
largest
gold
mine
in
the
world
• CEO
wanted
to
close
Damang,
Ghana
Mine
with
1000
workers
• Low
performance
• Engagement
survey
lowest
results
in
group
• Weakest
safety
performance
in
group
• Fatality
LETS
SELL
THE
MINE
–
AFRICA
CANNOT
COMPLY

4. Group
dynamic
ac?vi?es
to
improve
trust,
teamwork
and
buy-­‐in
into
strategy
Sustainability thorough Inclusivity - energy on all dimensions
OD
Interven?ons
New
world of
work
Nature of the world
Why we change Essence of Change
New
Sciences
We change differently
Consciousness
The
Individual
The
Team The
Organisation
How individuals
change
How groups
change
The What
Context:
Industry
South Africa
Africa
Global
Leadership
Doing
Being Disconnect
Apathy
Engagement
Inclusivity
Organisation
Group
IndividualEQ Journey
Dialoguing
World
Cafe
Storytelling
Appreciative Inquiry
Organisa?onal
Leadership
Trust
Leadership
Work
aaributes
State
Engagement
Trait
Engagement
Behavioral
Engagement
How organisations
change
The way: How we change
Organisational Transformation through Inclusivity
.
If
you
want
to
have
guests,
have
a
warm
house
AKOMA
NTOSO
Ghanaian
Wisdom

5. Group
dynamic
ac?vi?es
to
improve
trust,
teamwork
and
buy-­‐in
into
strategy
Sustainability thorough Inclusivity - energy on all dimensions
OD
Interven?ons
New
world of
work
Nature of the world
Why we change Essence of Change
New
Sciences
We change differently
Consciousness
The
Individual
The
Team The
Organisation
How individuals
change
How groups
change
The What
Context:
Industry
South Africa
Africa
Global
Leadership
Doing
Being Disconnect
Apathy
Engagement
Inclusivity
Organisation
Group
IndividualEQ Journey
Dialoguing
World
Cafe
Storytelling
Appreciative Inquiry
Organisa?onal
Leadership
Trust
Leadership
Work
aaributes
State
Engagement
Trait
Engagement
Behavioral
Engagement
How organisations
change
The way: How we change
Organisational Transformation through Inclusivity
.
Don’t
upset
the
crocodile
if
you
want
to
cross
the
river
Ghanaian
Wisdom

6. Maadasi
Pa
“…a radical organisational transformational
methodology which aligns the doing and the being side
of the organisation around commonly defined principles
and values, co-created by all.
It is a systemic approach that focuses on underlying
beliefs and assumptions and challenges patterns in the
individual, group and organisational psyche, to spend
energy and engage in a sustainable, inclusive manner
with the purpose to achieve shared consciousness.”
Inclusivity
Defined
by
Viljoen
(2008)

7. Group
dynamic
ac?vi?es
to
improve
trust,
teamwork
and
buy-­‐in
into
strategy
Sustainability thorough Inclusivity - energy on all dimensions
OD
Interven?ons
New
world of
work
Nature of the world
Why we change Essence of Change
New
Sciences
We change differently
Consciousness
The
Individual
The
Team The
Organisation
How individuals
change
How groups
change
The What
Context:
Industry
South Africa
Africa
Global
Leadership
Doing
Being Disconnect
Apathy
Engagement
Inclusivity
Organisation
Group
IndividualEQ Journey
Dialoguing
World
Cafe
Storytelling
Appreciative Inquiry
Organisa?onal
Leadership
Trust
Leadership
Work
aaributes
State
Engagement
Trait
Engagement
Behavioral
Engagement
How organisations
change
The way: How we change
Organisational Transformation through Inclusivity
Viljoen,
2009,2015

8. Beck
(2005,
2013),
Laubscher
(2013)
We
think
think
differently
.
..

9. Different
thinking
systems
One
day
Mr
Asani,
my
dedicated
driver,
picked
me
up
in
Accra
for
a
drive
to
Damang.
Li;le
did
I
know
it
then,
but
this
drive
was
to
take
us
six
hours.
I
asked
Mr
Asani
how
long
the
drive
would
be.
’Short-­‐short’,
he
answered.
Short-­‐
short
for
me
is
10
minutes…maximum.
Six
hours
later,
on
arrival
in
Damang,
I
asked
Mr
Asani
why
he
answered
in
this
manner.
‘I
did
not
want
to
worry
you,
Abena’,
was
his
response.

10.
Family
Rela?ons
Rules
of
Behaviour
Ceremonial/
Ritual
Time
Orienta?on
Stories
Ancestor
White/
Black
Magic
Land
Sky
Animals
People
Rela?ons
Human
Domain
Physical
Domain
Sacred/
Spiritual
Domain
Interrelatedness
of
African
Purple
Secrecy
Social
Structure
Copying
Rela?onships
Elders
Old
ways
Drumming,
Dancing,
Art,
Storytelling
Exists
outside
past
or
future
Storytelling
and
Metaphors
Honoring
and
Protec?on
Sangomas
Foresight
Healing
Gii
of
gods
Sacred
earth
Sun,
Moon,
Stars
and
Wind
Animal
Spirit
Consulta?on
Communica?on
Harmony
Laubscher
and
Viljoen
(2015)

11. 3890
393
302
136
122
2237
2907
239 1693
1997
2540
894
223
Total:
More
than
50000
Studying different thinking systems

12. Viljoen (2008) defined Engagement as
“Engagement, the systemic result of the interplay between the
individual potential, group potential and organisational potential
in the context of the specific industry or national culture”.
“as the output of the energy in the system to perform.”
Engagement Defined

13. Understanding the underlying beliefs in a system

14. Global
value
based
leadership
for
the
future
1. Measure
Engagement
and
determine
ROI
of
interven?ons
Through scientific diagnostic cultural sensitive longitudinal validated instruments
2.
Release
voice
“The most important thing is not the script but the story”
3.
Listen
with
your
eyes
closed
“The best leader is the one who listens the best to the total organisation”
4.
Speak
in
colours
/
frequencies
Translate for understanding and human niche
5.
Remember
what
made
us
successful
in
the
first
place
“If you want to move forward, look back, look back…”
6.
Posi?on
the
people
agenda
as
part
of
any
strategic
conversa?on
“Incorporate Safety, HR, Internal Branding and External Positioning strategies in
line strategy”
7. Integrate
“I would do anything for the simplicity at the other side of complexity”
To focus on:

15. Cantata
Organisa?onal
Storytelling
on
Behaviour
Based
Safety
Strategy

16. Eight
years
later
• Damang
is
s?ll
in
business
• Won
the
safety
shield
the
last
8
years
• Perform
beaer
than
first
world
countries
in
terms
of
produc?on
• Best
in
group
in
terms
of
safety
• S?ll
today
remember
the
cantata
AFRICA
CAN
COMPLY,
PRODUCE
and
DELIVER

17. 1. Measure
Engagement
and
determine
ROI
of
interven?ons
Through scientific diagnostic cultural sensitive longitudinal validated instruments
2.
Release
voice
“The most important thing is not the script but the story”
3.
Listen
with
your
eyes
closed
“The best leader is the one who listens the best to the total organisation”
4.
Speak
in
colours
/
frequencies
Translate for understanding and human niche
5.
Remember
what
made
us
successful
in
the
first
place
“If you want to move forward, look back, look back…”
6.
Posi?on
the
people
agenda
as
part
of
any
strategic
conversa?on
“Incorporate Safety, HR, Internal Branding and External Positioning strategies in
line strategy”
7. Integrate
“I would do anything for the simplicity at the other side of complexity”
To focus on:

18. Theore?cal
Framework:
Don
Beck
The
Crucible
–
out
of
print
–
s?ll
available
at
rica@mandalaconsul?ng.co.za
Spiral
Dynamics
(1996)

19. Graves
I am not saying in this conception of adult
behaviour that one style of being, one form of
human existence, is inevitably and in all
circumstances superior to or better than another
form of human existence, another style of being.
What I am saying is that when one form of
being is more congruent with the realities of
existence, then it is the better form of living for
those realities.

20. Inclusivity
Theory

21. Loraine
Laubscher
–
the
one
who
explains
spiral
dynamics
Laubscher
LI
(2013)
Human
Niches:
Spiral
Dynamics
for
Africa
Available
at:
hap://www.mandalaconsul?ng.co.za/Documents/
Thesis%20-­‐%20Loraine%20Laubscher.pdf
Lessem
R
&
Abouleish
I.
Integral
Polity:
IntegraDng
Nature,
Culture,
Technology
and
Economy.
Gower:
Farnham,
UK.
Available
at:
www.ashgate.com/isbn/9781472442499
Viljoen,
RC
(2015)
Inclusive
OrganizaDonal
TransformaDon:
An
African
perspecDve
on
human
niches
and
diversity
of
thought
.
Gover:
Farnham,
UK.
Available
at:
www.ashgate.com/isbn/
9781472422996
Viljoen
RC
and
Laubscher
LI
(2015).
African
Spiritual
Consciousness
at
Work
in
PILLER
C
&
WOLFGRAMM
R
(Eds.)
(2015,
in-­‐
press).
Indigenous
spiritualKes
at
work:
Transforming
the
spirit
of
business
enterprise.
informa?on
Age
Publishing.
Charloae,
NC.
Viljoen
RC.
OrganisaKonal
Change
and
Development:
an
African
PerspecKve.
(2015).
Knowledge
Resources.
Braynston.
South
Africa.
Available
July
2015.

22. Maadasi
Pa
The soil needs the seed and
the seed needs the soil
One only has meaning with the other.
The same thing happens to human beings.
When male knowledge comes together with female transformation,
then the great magical union takes place,
which is called Wisdom.
Paulo Coelho