CURING MALADY AT WORK

 

                                                           Check the facts

Call on your own INDEPENDENT FACT CHECKERS and you will confirm for yourself that:

·         The impact of covid-19 and the authoritarian way it was handled by most governments and some organizations led to wellness concerns, issues (and suffering) for employees – both physical and mental

·         Nearly three years later there is a raised awareness of the importance of proper nutrition, exercise and fitness, better work-home integration…

·         Pre-eminent trauma psychiatrist and psychotherapist, Dr Gabor Maté in his latest book The Myth of Normal gives proof that there is nothing 'normal' about the way we are living and the level of stress and toxicity we face on a daily basis. (Maté, G. 2022)

·         There is a definite need for organizations to pay more attention to helping employees to meet their changing wellness needs.  Here is a staggering statistic and a wonderful opportunity: In the UK “…every one-in-two work-related ill - health cases is caused by stress or poor mental health… If you know what’s bothering your people, you’ve got a great head-start to help them overcome their problem”. (Goldman, R. 2022)

Think about Joseph Campbell and the Heroes Journey – and the anecdotes we hear so frequently every day now. From safe, familiar ground, having been thrust into the “new normal”, family and friends are reporting occurrences that they have never experienced before. Like depression. They have entered the dark unknown forest, are facing inner ‘thought and feeling’ demons. They are anxious, disrupted, dissociated, not coping, not concentrating when working. Not recovering. Too proud to seek proper help, or mention it to colleagues. Recovery eludes them. How will their story end? 

  

Diagnoses

It is sad that a book called Lost Connections was published during this era of great connectivity. It highlights how we have in fact become disconnected from ourselves, others, meaningful work, meaningful values and a reasonable hope for the future. (Hari, J. 2018)

Covid-19 social distancing and regulations that (rightly or wrongly) infringed on our basic rights, have added to the extent to which we have become disconnected.

And in an earlier exposition called Stolen Focus Hari explains how this technological, ‘connected’ age has led to our inability to concentrate. (Hari, J. 2022)

Probably exacerbated by ‘long covid’ brain - fog.  

Hari’s piѐce de résistance is a talk explaining how the world in which we live is characterised by social isolation and uprooted values – the causes of widespread anxiety, depression and trauma. (Hari, J. 2019) Every CEO and HR Director should watch and learn from this: https://www.youtube.com/watch?v=MB5IX-np5fE  

Especially because a new phenomenon is being reported, that of ‘silent quitting’: not speaking out but working-to-rule, doing the minimum possible when more is required for organisations to perform and survive.

 

Towards a Cure

Even if they don’t verbalize it, employees are crying out for physical and mental health and wellness support. A large and increasing number of employees are traumatized and immobilized by the pressure of living and coping in today’s world. These pressures are financial, relational, to do with self-doubt, uncertainty, hostility, changes and other characteristics of the so-called new ‘normal’.

CultureScan offer an up-to-date, confidential, valid and extremely useful wellness check for organizations, that leads to fast and direct improvement-action. This is a great way for leaders to listen and learn, and then respond immediately. The short, focused probe covers the coping and resilience status of employees; their experience of and sense of the overall wellness situation and what is happening in their circles; and their reading of new needs that are emerging - for both remote and onsite workers. 

Do a sample (non-customized assessment) at: https://culturescan.biz/wellness-assessment/ 

Then enquire regarding how to quickly set it up for your organisation at  culturescan.biz

Or be in touch with me: centserv@iafrica.com

In support of conducting the assessment for your organization is a timely article by Dr Curtis Friedel,  Enhancing leadership by promoting coping behaviour (in order to boost creativity and problem solving) (Curtis, C.R. 2022) Psychological safety, employer: employee bonding and an improved wellness climate are also promoted.

 Care. By being decisive and commissioning the Wellness Assessment for your organization now.

 

 

References

Friedel, Curtis R. Dr (2022) Enhancing leadership by promoting coping behaviour Training Zone. 1 September, 2022

https://www.trainingzone.co.uk/lead/strategy/enhancing-leadership-by-promoting-coping-behaviour

Goldman, Russell (2022) Five Golden Rules for Workplace Wellbeing HR Zone 23 September 2022

Hari, Johann (2018) Lost connections: uncovering the real causes of depression and the unexpected solutions Bloomsbury

Hari, Johann (2019) This could be why you are depressed or anxious You Tube 11 October, 2019 https://www.youtube.com/watch?v=MB5IX-np5fE

Hari, Johann (2022) Stolen focus: why you can’t pay attention – and how to think deeply again Kindle

Maté, Gabor MD, with Maté, Daniel (2022) The Myth of Normal: trauma, illness and healing in a toxic culture Avery

 

IMAGE

https://upload.wikimedia.org/wikipedia/commons/thumb/7/75/The_Stethoscope%2C_Peru.jpg/640px-The_Stethoscope%2C_Peru.jpg

 

Build bridges, deal with the walls between and within.

3aJ8xWx

 

 

Quo Vadis Leader Development?

Two Observations

 

I suspect that few would argue against these propositions:

 

• The quality of leadership has been on the decline - whether political, institutional, organizational or within families. (Examples of good leaders are occasionally put forward, but as exceptions to the rule: Hannibal, Ford, Churchill … Certainly, follower respect, trust and confidence in their leaders continues to fall dramatically. This decline has steepened due to the conduct of both public and private sector leaders since the advent of the covid-19 pandemic and how it has been handled. Certainly the perception by some that a small self-appointed elite (by definition: arrogant) seeks to rule and control the wider collective hasn't instilled any confidence in leadership).

 

•  The proliferation of leadership - development efforts has been confusing. (There is always a new ‘flavour of the month’, accompanied by outrageous claims by consultants, trainers and academia. Yet, little changes except the volume of writing – often characterised by increasing complexity. Contemporary theories include competency-based leadership, authentic leadership, situational leadership, results-based-leadership, servant leadership, spiritual or ‘conscious’ leadership, dispersed or distributed leadership, adaptive leadership, agile and resilient leadership, mindful from-the-inside-out leadership, leader-as-coach, shared/ group leadership…) 

 

It’s tempting to draw a cause-and-effect correlation between these two propositions! (It may be more likely that leadership quality has declined due to the force of cultural and societal trends (profit and power maximisation, rise of narcissism, demise of participative democracy, and the magnified difficulties of leading (and not withdrawing!) during a time when environments, operating climate, staff expectations and loyalties, markets, technology, competition, how and where work is done, are all hugely and continuously changing …) …) 

 

Click to enlarge:

Well over 100 years ago the name of the game was centralisation, command and control - to impose the will of the leader on the people. Have we now come full circle? Maybe leaders are feeling a great need to control precisely because they fear losing control in a new world of work, or when new, not-before-experienced situations arise?

Whatever your conclusion you may still ask, “Where to Now?”  In an era of new relationship dynamics, new values, new working contexts, new and different employee expectations of Employee Value Propositions and wellness concerns - surely leadership development, coaching and training content and approaches need a drastic relook?

 

Three Reflections

Three items for your awareness and reflection.

1.LEADERS ARE FALLIBLE. They may earn respect and trust but should not be idolised, worshipped. Although flaws are usually disguised and well hidden, being human, all people are fallible, have or lack personal maturity, virtues, vices, motives and vested interests, and weaknesses, and finite coping mechanisms. 

Because, as the old proverb says, “A fish rots from the head”, when the dark side of leadership manifests, then followers suffer. And what more and more are seeing to be a truism, “In a septic tank (as in a country, institution or big corporation) the biggest turds float to the top”. 

Babiak and Hare have contributed to studies of the leadership mental health phenomenon and their work is well explained on the YouTube: I Am Fishhead - Are Corporate Leaders Psychopaths? (Babiak, P. & Hare, R. 2007) 

In my view a narcissistic/ psychopathic/ Machiavellian (dark triad) combination is particularly potent.

We all have feet of clay but should nonetheless be held to account for the responsibilities we accept, and the promises we make. 

Reflect on this: Why do so many men become incompetent leaders?

http://blogs.hbr.org/cs/2013/08/why_do_so_many_incompetent_men.html   August, 2013   (Chamorro-Premuzic, Dr T. 2013)

And on this lovely story of some good (albeit counter-intuitive) leadership:

https://samilhistory.com/2017/04/15/comrades-legend-springbok-and-war-veteran-the-remarkable-bill-payn/  (Dickens, P. 2022)

Alternatively: 

https://www.iol.co.za/sport/the-brandy-fuelled-springbok-who-ran-the-comrades-in-his-rugby-boots-e5462b7e-2ab6-44d0-9c3a-27dc38a01d12  (Greenaway, M. 2022)

 Surely strength of character is paramoun?

 

2.LEADERS ARE AN INTEGRAL, INTERCONNECTED PART OF THE COUNTRY, SOCIETY, ENVIRONMENT, COMMUNITY IN WHICH THEY OPERATE 

The long-term damage to countries and organisations, and their citizens and members, due to corrupt, incompetent, self-focused leadership can be horrific. 

There is always a good chance that the power-holder’s personality characteristics, by a process of osmosis, become part of the organisation’s culture. This is the true danger of dark leadership. 

When harmful cultural norms, habits and responses become second nature, then individuals are no longer consciously aware that they are behaving in a dysfunctional way, or that they are responsible for their own behaviour. Group pathology has been absorbed by and entrenched in individuals. 

It seems that forced conformity and diffused responsibility are both in play here. As is a ‘fragmentation of conscience’, motivated by fear and self – preservation. (Scott Peck, M. 1990)

Psychologist Irving Janis: “When certain conditions are present … groups quickly reach consensus decisions with amazing disregard for obvious warning signs that they are on the wrong track. Extremely cohesive groups, oriented around a strong leader, will ignore or punish dissenting opinions”. (Sachs, J. 2012) 

We simply can’t afford to stay locked into command and control - style leadership (no matter what the pressures are to do this). The World deserves better. 

Is there still doubt that in terms of the development and training of future leaders - tuned-in, compassionate, responsible leaders are desperately needed?  

https://culturescan.biz favour a person-focused leader who conscientiously wrestles through Who am I? Why am I here? What lasting difference can I make to better others and my world? How will I measure this?

The development of meaningful virtues in individuals and organisations must assume the highest importance. Society is currently characterised by values such as: look after number one; survival of the fittest; be happy and embrace pleasure; self-esteem is grown when we succeed - and success means amassing wealth, property and possessions, recognition, having power and knowledge, aiming for 'perfection'.

We pay only nominal attention to developing personhood and presence, accessing wisdom, ethics, having a higher purpose, focussing on others, being caring and compassionate, and stewarding the planet, society and economy. These ‘interior’ values (not externally determined) move us towards better relating, raised consciousness, and becoming fully human. And being able to truly lead and live wild and free.  

Franciscan Richard Rohr: “To be a leader is to author life in others”. That requires tolerance, compassion and wisdom, being comfortable with multiple perspectives, and being willing to journey with others into the unknown.

(One development worth exploring more in a future newsletter is that of circle work in a business context, as a shared leadership initiative. “A fully functioning circle welcomes strangers. The members refrain from offering help and advice. Participants are heard for who they are. They receive affirmation that there is nothing wrong with them. This makes leadership as we know it, obsolete. Members are present for each other”) (Block, P. 2020). 

 

3.HOPE FOR THE FLOWERS. A PARABLE FOR OUR TIMES 

Stripe the caterpillar was always seeking more, remained unsatisfied. Other caterpillars could not help. One day he found and joined a huge, tall pile of squirming caterpillars. A caterpillar pillar.

They were all pushing and struggling to get to the top. Stripe was excited, thinking that here he might find what he sought. Everyone was too busy to explain, no one knew what was at the top, but everyone believed it had to be good if they all wanted to get there. “Stripe was pushed and kicked and stepped on from every direction. It was climb or be climbed…”. A single-minded approach. No friends, only obstacles and threats. Everyone pushing to get to the top. Some falling by the wayside. 

And then he met Yellow, who was having doubts. But one day she was blocking his way up the pillar and he stepped on her head to get ahead. He felt bad and apologised. She cried and confessed that she hated life on the pillar, wanted out. Stripe felt the same way. And they looked for a way to leave the pillar. 

After a long while they found themselves on the side of the pillar, on some soft, green grass. They hugged and felt good. Enjoyed every moment. Were happy to be off the pillar and in love. But Stripe grew restless, became unsure, and began to long for the climbing life again. One day one of the caterpillars that fell off the pillar didn’t die at once but gasped “The top … they’ll see … butterflies alone…” and then died. 

Stripe wanted to go back and did so after a long while thinking and being in turmoil. Yellow was pulled and pushed in both directions but eventually decided she could not, knowing deep down that climbing was a wrong choice.

Yellow was desolated. She waited and waited for Stripe to return. One day she wandered off and met a grey-haired caterpillar. He was hanging upside down from a tree and explained that he was starting the process of making a cocoon in order to become a butterfly, something “…you are meant to become. It flies with beautiful wings and joins the earth to heaven. It drinks only nectar from the flowers and carries the seeds of love from one flower to another”. Yellow couldn’t believe that she, an unattractive worm, could be a butterfly. Nor that she would have to die before she could have this new life, when she could really love. The grey-haired caterpillar assured her that after she was changed, she could fly to Stripe and try and convince him also to become a butterfly. And so, she took the risk …

Meanwhile, Stripe was making fast, ruthless progress up the caterpillar pillar. But the pillar was taking its toll and he was quite exhausted as he neared the top. And those nearest the top were all ruthless, and their only way to the very top was to get rid of competitors. Many fell off. 

And eventually he saw that there was nothing at the top. But lots of other caterpillar pillars could be seen. He thought of Yellow. And then: “A brilliant yellow winged creature was circling the pillar, moving freely – a wonderful sight! How did it get so high without climbing?”

Most were unable to let go of the dark and gloomy space that was the pillar, but Stripe, having seen a butterfly, began the long way down the pillar. At the bottom he fell asleep and on waking the yellow creature was “fanning him with wings of light … stroked him with her feelers … looked lovingly at him” and showed him how to enter a cocoon. 

Although afraid, he took the risk. 

And Yellow waited. 

And one day ….  (Paulus, T. 1972)

 

In the light of the Hope for the Flowers story, reflect on these questions:

Who am I? 

• Am I able to ignore the ‘flavour of the month’, what passes for ‘current wisdom’ in my peer group, prevalent societal and organisational values and behaviour (manifested rather than stated), and think and act independently and non-dualistically, access multiple frames of reference, follow what I know to be the correct path for me?
• Do I consistently do deep and honest inner work?
• Do I perceive that I belong to an interconnected web of vast potential, far bigger than I am and feel compelled to be as wise and compassionate as I can? Am I other-oriented?
• Can I live with uncertainty and the unknown future?

Why am I here? 

• Have I done enough work on my unique ‘motivational fingerprint’ and higher purpose?
• Am I guided by solid, well thought through principles and in the process of cultivating virtues that support who I am meant to become, wish to BE and do?
• Have I been able to arrive at specific and meaningful relational and task aspirations, and widen the scope of my endeavours?
• Am I motivated to author life in others? (Their coping and their thriving and leading, their being and their doing, their independence)

What lasting difference can I make to better others and my world? 

• Have I insight into how who I am and what my purpose is can bring about change and transformation and “author life in others”?
• Do I have the awareness and collaborative intent that can result in the fruit of my endeavours rippling out beyond my own micro-world (even if this is not visible to me)?
• Do I believe that my ‘mind’ (sensing, intuiting, accessing, relating, consciousness) goes beyond self and is a social mind able to connect, communicate, stimulate, develop and regulate a ‘shared mind’ and collective consciousness withot manipulation or imposition?

Is there room for the 'spiritual'?

Many leaders continue to shy away from mention of the word ‘spirituality’ – especially in a hard-nosed ‘business’ context. 

“One of our problems today is that we are not well acquainted with the literature of the spirit. We’re interested in the news of the day and the problems of the hour”. We fail to hear those “who speak of the eternal values that have to do with the centering of our lives”. (Campbell, J. 1988). 

(A view of spirituality/ consciousness: 

• a deep internal focus and a sensitive outward execution 
• a meaningful, transcending, pervasive world view that calls forth faith and hope and a higher purpose, and rises above religion, culture and ethnicity
• a deep appreciation of our wonderful interconnectedness  
• an other - orientation. The desire to serve others, society and the environment. 
• an awakening from ‘self’ - consciousness to a wider, deeper consciousness (and an understanding that there is an unknown, unfathomable, deeper reality (implicate – to use a David Bohm term) that holds together and is always interacting with what we see and know (explicate reality))   
• the development of positive principles and character virtues, a mature ethics and morality in action (purity of heart) - along with a recognition that unconditional love is the highest virtue (not only desired, but reachable) ) (Williams, G. & Chalmers, C. 2017)

How will I measure this?

• What signs, feedback, inner knowing (if any) do I need in order to measure the difference that I make?

 

 

References 

Babiak, Paul & Hare, Robert Snakes in Suits: when psychopaths go to work Harper Collins Publishers NY 2007 and https://www.youtube.com/watch?feature=player_embedded&v=Jxq7hiHi1cE&goback=%2Egde_4122540_member_225862306#%21

Campbell, J. (1988) The Power of Myth New York: Doubleday

Chamorro-Premuzic, Dr Tomas Why Do So Many Incompetent Men Become Leaders? http://blogs.hbr.org/cs/2013/08/why_do_so_many_incompetent_men.html August 2013 

Dickens, Peter (2022) Comrades legend, Springbok and war veteran – the remarkable Bill Payn The Observation Post, 15th April, 2022

https://samilhistory.com/2017/04/15/comrades-legend-springbok-and-war-veteran-the-remarkable-bill-payn/

Greenaway, M (2022) The Brandy-fuelled Springbok Who ran the Comrades in his Rugby Boots IOL Sports 22nd August, 2022 

https://www.iol.co.za/sport/the-brandy-fuelled-springbok-who-ran-the-comrades-in-his-rugby-boots-e5462b7e-2ab6-44d0-9c3a-27dc38a01d12

Paulus, Trina Hope for the Flowers Paulist Press NY 1972 

Peck, M. Scott People of the Lie Arrow Publishers London 1990 

Sachs, Jonah Winning the Story Wars Harvard Business Review Press, Boston, Mass. 2012

Siegel, Daniel J, MD (2017 ) Mind: a journey to the heart of being human W.W. Norton & Company

Williams, Graham; Haarhoff, Dorian  & Fox, Peter (2015) The Virtuosa Organisation; the importance of virtues for a successful business Knowres Publishing  https://kr.co.za/product/the-virtuosa-organisation/ 

Williams, Graham with Chalmers, Carolynn (2017) The Arrival of Corporate Spiritual Governance Journal of Spirituality, Leadership and Management, 2017, vol. 9, pp. 1-19 www.slam.org.au  Published by Spirituality, Leadership and Management Inc

Williams, Graham; Gargiulo, Terrence & Banhegyi, Steve (2022) Story Bridging: create the connections and possibilities that build bridges Books33   https://amzn.to/3aJ8xWx

 

BUOYANCY

Afloat on the Dead Sea, From Wikimedia Commons, the free media repository ©John Norton

https://commons.wikimedia.org/wiki/File:A_float_on_the_Dead_Sea.jpg

 

 

SHARING A POEM

In May, Meridian University in California held a conference where integral practitioners shared their ways of weaving peace in their environments (business and other domains).

On the (Centre for Transformative Learning) convergence panel that I was on, were panel members from the Netherlands, India and Norway. We spoke about our methodologies, techniques, practices. Our ups and downs. 

https://meridianuniversity.edu/public-programs/workshops-and-events/integral-practitioner-convergence-2022/

A plan was that we would each share a poem that was meaningful to us, but the conversation veered in another direction - so we never got to do that.

But a couple of weeks later I was able to share the poem that I had set aside - on a hosted-from-Russia conference (driven by Artem Mushin-Makedonskiy for the Historia Academy) on the topic of using story to change business culture, https://historia.academy/storify2022-en

 

WHAT LED UP TO MY CHOICE OF THIS PARTICULAR POEM

After a long stint in big corporate life, I became a high-flying, independent   management consultant working in many countries in many sectors, addicted to success, achievement.

This period in my career was stopped short by a bout with cancer that led to 2 years of surgery and inactivity. And of course, ones’ customer base doesn’t hang around!  So before starting again I had to make use of this wake - up call. My reflections led me to move away from over-valuing position/ possessions/ power/ pleasure of the hedonistic kind/ and the seeking for perfection. And instead to begin straddling the intrinsic values of higher purpose and meaning/ other people/presence/ personhood and care for the planet. 

On this new path I discovered the value of story as a powerful potential contributor to business success - beyond being confined to a limited role in training, scenario-formation, and motivational talks by leaders. 

I saw that story was hugely underused. And over time I’ve seen story adopted in business for initiating change, uncovering meaning, building teams and a host of other areas where story-communication makes a difference.  I’ve gravitated to using story together with circle work and seen first - hand how (among other areas) corporate culture, values and artifacts, symbols and norms can be beautifully shifted by this process and the very special dynamics that come into play. 

Underlying all of this journey was a growing realisation that ultimately LOVE is the highest value, the highest virtue. Inside and outside of the business world. In 2014 I wrote: 

“Some day, after we have mastered the winds, the waves, the tides and gravity, we shall harness for God the energies of love. Then for the second time in the history of the world, man will have discovered fire” (Pierre Teilhard de Chardin, French theologian, scientist, philosopher) 

An ignored force in the corporate world One of the ‘flights of the mind’ I’ve had for some time is the notion that the word ‘love’ will at last enter the vocabulary of the hardnosed business world”… and be practised…”… love is being authentic, not wily; being transparent and not Machiavellian; being the wearing of your heart on your sleeve rather than holding your cards close to your chest; trusting in the success that comes from setting an aspirational standard; being an example rather than outwitting an opponent; a readiness to show vulnerability. It is also about being human and realizing that the only currency that makes for sound business relationships is a capacity to discern motives that are borne of LOVE. It is about having a code or language that is based on respect, validation and ‘seeing the other’”. (Williams, G. 2014)  Being focused on the good of others and self-emptying.

The first two lines and last two lines of a Rumi poem have yielded more and more meaning for me. Maybe it will speak to you too?

The poem is called BOYANCY. (Rumi. 1995)

As we journey together in families, communities, as business colleagues or other relationships, what counts is how we freely share our experiences, feelings, information, stories. 

What counts is how we come alongside and instead of seeing through each other, we see each other through. 

What counts is that when we speak, it is to express and not to impress. 

Think companionship and think compassion – they are part of the same root word – and I fear the new world that is emerging is fast losing both. 

Love is more than ever an imperative in our polarising, dividing, fragmenting, alienating world.

 

THE POEM

Love has taken away all my practices

And filled me with poetry

Feel the motions of tenderness around you, 

the buoyancy

 

Love has taken away all my practices

Love cuts through complexity, masks, fears. Techniques, methodologies and processes all fall away ultimately. Love is what makes us open to being our vulnerable selves, accepting others unconditionally, accepting their differences and worldviews, working from an ethical and other-serving basis.  

Rowan Williams, theologian and poet, reminds us: “Moral courage is the capacity to act out of pressure generated from the inside rather than the outside”. (Williams, R. 2021) This inside-out way of being surely applies to the practicing of our crafts and interacting and transacting from a place of love.

 

And filled me with poetry 

Poetry is said to date back to thousands of years BC. Being filled with poetry  opens up a capacity to see beauty (even in imperfection), see the bigger picture, go deeply beyond words, discern truth, be able to bridge to others.

(Although far too simplistic a statement) the controversial philosopher Martin Heidegger believed that poetry was far less focused than technology on reasoned calculation, measuring, ordering, classifying, steering, manipulating. And far, far more focused on meaningful existence, experience and deeper truth. (Blitz, M 2014)) Filled in order to empty. Self-empty for others. Kenosis.

 

Feel the motions of tenderness around you

This line triggers for me thinking about and experiencing a calm, relaxed floating upon, being touched by, and moving with the flow of gentle waves … of love

 

the buoyancy

An all-round feeling of being a part of something greater than ourselves. A life force. A spirit of love which embraces, lifts and holds us up, keeps us safe, carries us through. We are immersed in love and thus continue giving love. Heaviness becomes lightness. 

 

That’s what the Rumi lines say to me. Your engagement with them may be different.

We live in treacherous and dangerous times, but can draw hope from this: “The great historian, Arnold Toynbee’s analyses of how great changes occur, including the building of civilizations, led him to conclude that it is spiritual forces that determine the course of history. The power of inner work and spiritual maturity should never be underestimated”. (Williams, G. et al 2022)

Is the capacity of our finite minds simply far too limited to more – than – partially - understand, appreciate and operate with infinite concepts and gifts such as love? Maybe. But we are all currently who we are because of it. 

As Alana Levandoski says: “we are here because of love, and lack of love”. 

(Find out more about her here: https://www.alanalevandoski.com/ )

At least we can know that as we journey, the ripples of love that we bring to who we meet, what we think, feel and do, what we practice – these ripples reach out in ever-expanding circles that go where we know not.

 

REFERENCES

Blitz, Mark (2014) Understanding Heidegger on Technology: On whether thinking can save us The New Atlantis

https://www.thenewatlantis.com/publications/understanding-heidegger-on-technology 

Rumi, Jalal al-Din (1995) The Essential Rumi: translations by Coleman Barks with John Moyn, A.J. Arberry and Reynold Nicholson HarperSanFrancisco

Williams, Graham; Gargiulo, Terrence and Banhegyi, Steve. 2022. Story- Bridging:  create the connections and possibilities that build bridges. Books33, India. 2022)

Williams, Graham; Fox, Peter and Haarhoff, Dorian (2014) The Virtuosa Organisation: the importance of virtues for a successful business Knowres

Williams, Rowan (2021) Rowan Williams & Clare Martin talk about Moral Courage  Youtube 

https://www.youtube.com/watch?v=koLTeGg2hvM