AND/OR………………..? fusing???? LOL.

And then there’s the issue of Ken’s health. I for one, and I think most of us in general (but you can speak for yourselves) feel deeply for Ken and hope the best for him personally. But to suggest that he cannot be criticized for his leadership fiasco because of his illness is lame in the extreme and further indicative of fusing your lines and/or quadrants instead of differentiating them. I say: Go AQAL yourself! And get well soon Ken.

And next to that Steve started to give more further background information on his Zaadz account:
http://frazee.zaadz.com/blog/2006/12/integral_university_fact_or_fiction

He comes across like a mature, stable guy who saw the difference between Ken the genius writer and Ken the unable, problematic manager and made his conclusions and resigned from I-I.

It seems ironic that you developed holacracy in part from using Ken’s model but that it probably won’t work at I-I unless it is “transformed” into something else entirely. Time will tell. In any event I laud you for developing holacracy and I-I (not synomymous with Ken) for wanting to implement it. Let’s hope it “works” for the sake of the integral movement, as I-I, like it or not, is in the public eye as the vanguard test case.

A quick clarification about Holacracy and I-I:

I-I was indeed in the early phases of adopting Holacracy (they still weren’t fully up-to-speed, but they were steadily learning). Every one of the day-to-day management and staff whom I spoke with during a visit last month (a good majority of the staff) were quite excited about it’s potential to do some good at I-I, including many of the folks who left and many of the folks still there. Regarding recent events, Holacracy had not been put in place at the Board level at all (at least not yet), so what happened recently was not a result of a Holacratic practice – it was outside Holacracy’s structure. I’m also not sure where things stand now; I haven’t yet had an opportunity to get a pulse on what’s going on over there presently.

Cheers!

- Brian Robertson

And although I tend not to use spiral dynamics anymore because of the way I see it misused I cannot resist to comment here that Ken’s style of management (seen from the distance I am at) looks more blue or red then turquoise…..