An Aspirational Model July 2016
THE PURPOSE
AND MODE OF OPERATION
OF
THE HOPEWELL CENTRE
AS AN INTEGRAL
ORGANISATION
Prepared by Dr Ross Keane from data in The Hopewell Strategic Planning Document
and Frederic Laloux’s “Reinventing Organizations.” (Nelson Parker, 2014)
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THE HOPEWELL HOSPICE AND CENTRE
Healthcare with Heart
Table of Contents
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Hopewell’s Founding Purpose
Our Guiding Vision
Our Primary Values
Our Major Areas of Responsibility
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Aspirational Goals and Guiding Principles
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Reinventing Organisations
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1. What Does It Mean To Say Hopewell Is An Integral Organisation?
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2. Hopewell’s Founding Purpose Truly Matters
2.1 Listening to Hopewell’s Evolutionary Purpose
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3. Life As A Journey Of Unfolding.
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4. Major Characteristics Of Integral Systems 6
5. Stages Prior To Integral In Organisational Evolution
5.1 The Orange Leader
5.2 Pluralistic Green Leader
5.3 Comparison: Orange – Green – Teal (Integral) Consciousness
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6. Concepts Underlying Integral Systems
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7. Evolutionary Purpose of Integral Organisations
7.1 Core Assumptions of Integral Evolutionary Organizations
7.2 Operational Assumptions Guiding An Integral Organization
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8. Characteristics of Wholeness
8.1 A Deep Striving for Wholeness
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9. Characteristics Of Self-Management
9.1 Critical Role of the CEO in Self-Management
9.2 Guidelines for Self-Managed Teams.
9.3 Guidelines For Decision-Making
9.4 Use Inner Sense of Rightness as Your Compass.
9.5 The Advice Process in Decision-making
9.6 Responsibilities
9.7 Information Sharing and Feedback
9.8 Creating a Safe Environment.
9.9. Issues Re Conflict
9.10 A Process to Manage Conflict & Anger
9.11 Performance Management
9.12 Team Supervision
9.13 Importance of Reflective Spaces
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THE HOPEWELL CENTRE
Healthcare with Heart
Hopewell’s Founding Purpose
Purpose and Vocation: The place where our deep gladness meets the world’s needs. (Frederick Beuchner)
Founded in the Christian tradition and embracing the richness of other spiritual traditions
Hopewell Hospice exists:
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To provide quality of life for terminally ill people and their families in a loving,
homelike environment.
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To provide emotional support and life skills for children and their families who are
experiencing change, loss, illness or grief to enable them to move forward in life with
confidence to meet future challenges.
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To provide educational services which embed learning into human experience and
service.
Our Guiding Vision
Healthcare with Heart
Our Primary Values
Evolution through integral practices.
Behaviour that shows respect towards everyone and recognises their
contribution.
Constructive Communication with integrity and authenticity.
Our Major Areas of Responsibility

To encourage the Hopewell community to explore issues of life and death in an
atmosphere of compassion, unconditional love and hope which are the hallmarks of
mature spiritual practice.
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To provide excellent medical, nursing, psychological and spiritual care for residents
and their families who are facing the prospect of living with the reality of death.
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To provide pastoral, spiritual and psycho-educational programs that support children
and adults who are experiencing change, loss, illness or grief.
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Aspirational Goals and Guiding Principles
Identified in Hopewell’s Current Strategic Plan.
Strong, Accountable Teamwork
1. As a Values-driven organisation, we will recruit and orient staff around our values.
2. We will provide regular on-going personal & professional development, including
training in non-violent communication &conflict resolution for staff and volunteers.
3. We work in self-managed teams characterised by a sense of accountability and
stewardship.
4. We commit to open, authentic communication and to acting ethically at all times.
5. All change and innovation will be made in accord with agreed procedures.
Enduring Viability & Sustainability
6. We will inspire others by our sharing and promotion of our vision and purpose.
7. We will continually strive to maintain and grow our funding.
Providing High Quality Service
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We will always meet accreditation & legislative standards, including those of Fair
Work Australia.
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We commit to providing regular opportunities for critical reflection.
10 We are committed to using inclusive practices at all times.
11 We are committed to seeking regular feedback from our staff, volunteers and clients
(i.e. Hopewell Hospice, Paradise Kids, Education Services)
A Co-operative & Safe Working Environment
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We are committed to recognising and managing any power imbalances.
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Our focus will be firmly on peace-making, rather than peace-keeping.
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We will offer Mediation wherever relationships become strained.
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We will provide effective chaplaincy-spiritual care services for all staff.
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We will provide an Employee Assistance Program for staff; and effective OHS
systems that ensure the safety of all in our facilities.
Valuing Staff, Volunteers & Hopewell Community
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All who work in our facilities will receive regular feedback & encouragement.
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Our communication systems will effectively meet the circumstances of our
volunteers.
Community Engagement & Participation
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We are committed to knowing if we have raised awareness of our services through
technology and education services.
REINVENTING ORGANISATIONS
Adapted from Fredric Laloux Reinventing Organisations
1. What Does It Mean To Say Hopewell Is An Integral Organisation?
Integral: The word means to integrate, to bring together, to join, to link, to embrace.
Applied to Hopewell this means we propose to work together, not just in a sense of
uniformity, and not in the sense of ironing out all the differences, colours, zigs and zags of a
rainbow-hued humanity, but in the sense of a strong unity-in-our-diversity, in our shared
commonalities, and our wonderful differences…. (Ken Wilber)
2. Hopewell’s Founding Purpose Truly Matters
The integral way of working together to pursue Hopewell’s founding purpose invites people
to ‘show up with all of who they are’ - and then, together unleash the human energy and
creativity that will give the place its direction.
People do not grow by responding to small self-centred purposes. Colleagues work together
at Hopewell in pursuit of the high vision put forward by its mission that asks the deeper
questions of meaning and purpose of the individual and of the organization.
Many wisdom traditions affirm that when we act from deep integrity, and align with what we
feel called to do, the universe conspires to support us.
People are supported, are shown, and meet people and opportunities at Hopewell that help
them grow in their journey towards wholeness & integration, individually and collectively.
When people follow their calling, life brings up the right opportunities at the right time.
Success and happiness cannot be pursued; they come as unintended side effects of our
dedication to causes greater than ‘myself’.
A person’s responsibilities are considered in the light of their life journey, potential, hopes
and calling. Each person is challenged to heed the inner voice, their longings, their calling and
their soul, and their congruence with the founding purpose of Hopewell.
People can bring their personal histories and baggage, and through the practices and training
they are enabled to grow towards wholeness in their inner lives - while pursuing outer work.
2.1 Listening to Hopewell’s Evolutionary Purpose
Remember - Hopewell is a living system.
What is Hopewell’s identity and what does it want?
What is this living systems creative potential?
We don’t need to tell it what to do.
Join it in its dance - discover where it will take us.
What does my own purpose drive me to do?
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3. LIFE AS A JOURNEY OF UNFOLDING.
The ultimate goal in life is to become the truest expression of myself - to honour my
birthright, gifts, callings and to be of service to humanity and the world.
Growing into our true nature and honouring our calling is the driving force. (Our Vocation)
Life is seen as a journey of personal and collective unfolding toward our true nature.
Beneath the surface of our lives is a deeper and truer life waiting to be acknowledged.
Life is not asking us to become anything that is not already seeded in us.
We can move from a deficit-based to a strength-based paradigm.
We are not problems waiting to be solved but potential waiting to unfold.
Obstacles are seen as life’s way to teach us about our self and the world.
4. MAJOR CHARACTERISTICS OF INTEGRAL SYSTEMS
(i.e. Evolutionary/Teal)
Integral systems are viewed as a living organisms with three major characteristics:
a) Evolutionary Purpose Members are invited to listen in and understand what the
organization wants to become and what purpose it wants to serve
b) Wholeness
A consistent set of practices that invite us to reclaim inner
wholeness and bring a sense of ‘who we are’ to work.
c) Self-management
Based on peer relationships rather than hierarchy or consensus.
5.
STAGES PRIOR TO ‘INTEGRAL’ IN ORGANISATIONAL EVOLUTION
Orange and Pluralistic Green Organizations
5.1 The Orange Leader sees change
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As an opportunity for innovation that is project and process driven.
Management formulates direction and cascades down objectives and milestones to
achieve an outcome.
Strategic planning, key performance indicators, mid-term planning, budgeting
performance appraisal, quality awards are key words & processes in this thinking.
Leaders keep making decisions higher up that would be better left in hands of lower
hierarchy. It is an important breakthrough in meritocracy but it still thinks of
organizations as machines.
Changes are mapped in blueprints and implemented according to plan with an
occasional team building ‘soft’ approach.
These organizations can often feel lifeless and soulless.
Questions of meaning and purpose feel out of place.
5.2 Pluralistic Green Leader
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Is highly sensitive to people’s feelings.
Insists that all perspectives deserve equal respect.
Unlike Orange, which glorifies decisive leadership, Green insists that leaders should
be in service to those they lead.
Green is uneasy with power and hierarchy with grueling talk sessions and stalemate.
Greens breakthrough is empowerment, and leading with humility.
It is a values-driven culture with inspirational purpose.
The culture is paramount with no hierarchy.
‘Family’ (or Community) is the guiding metaphor.
5.3 Comparison: Orange – Green – Teal (Integral) Consciousness
Orange Organizations feel obliged to have a task force come up with values and mission
statements but that does not have traction because in Orange the yardstick for success is still
‘lets go with what will deliver bottom line results.’
Values and Mission statements make tremendous sense at the Green & Teal Levels (Integral.)
Organizations at Green & Integral consciousness can start healing the world of the wounds of
modernity.
At these higher levels of consciousness leaders can put in place structures, practices and a
culture that help members to adopt behaviours of more complex paradigms that, as
individuals, they have not yet fully integrated.
People transitioning into an integral organization accept there is an evolutionary move
towards more complex and refined ways of dealing with the world.
6. CONCEPTS UNDERLYING INTEGRAL SYSTEMS
The most exciting breakthroughs of the twenty first century will not occur because of
technology but because of an expanding concept of what it means to be human. John Naisbitt
Growing into a new form of consciousness is always a highly personal unique and mysterious
process. Usually a major life challenge that cannot be resolved from the level of
consciousness that a person is at, helps that person develop. When someone is surrounded by
peers who already see the world from a more complex perspective, in a safe context in which
to explore inner conflicts, chances are high that the person will make the leap.
No one can be made to grow but we can all create environments that are conducive to
growing into later stages.
Consciously or unconsciously an organization cannot develop beyond the stage of
development of its leadership.
The more complex our worldview and cognition the more effectively we can deal with the
problems we face.
Leaders put in place organisational structures that correspond to their way of dealing with the
world.
Many corporate ills can be traced to fearful egos: politics, bureaucratic rules and processes,
endless meetings, analysis paralysis, information hoarding and secrecy, wishful thinking, lack
of authenticity, with decision-making from the top.
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7. EVOLUTIONARY PURPOSE OF INTEGRAL ORGANISATIONS
(Teal / Authentic)
7.1 Core Assumptions of Integral Evolutionary Organizations
1. You reap what you sow –this is a fundamental spiritual truth.
2. Fear breeds fear - Trust breeds trust.
3. Self-managing structures remain countercultural in society today.
4. Staff are creative, thoughtful, trustworthy adults who are also accountable, fallible
and unique.
5. People want to use their talents and skills to make a positive contribution to the
organization and to the world.
6. The wellbeing of patients and clients always trumps the organisation’s self interest.
7. An integral organization strives for wholeness and a community spirit that supports
people’s longing to be fully their authentic selves at work.
8. All wisdom traditions posit that people have to learn to tame the ego and develop a
capacity to trust the abundance of life. People need to operate from an attitude of
trust and abundance - not from fear and scarcity.
7.2 Operational Assumptions Guiding An Integral Organization
AA has 1.8 million members who operate on self-managing principles, structures and practices.
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
o)
p)
q)
All people are of equal worth and all are essentially good unless proven otherwise.
Without happiness there is no quality performance.
All staff are encouraged to grow into the strongest, healthiest version of themselves.
Value is created on shop floor.
When people work in small teams of trusted colleagues and have the resources and
power to make the decisions- they feel needed and extraordinary things can begin to
happen.
Unequal power distribution does not make for a joyful place of self-expression in
pursuit of a meaningful purpose.
In a self-managing context people naturally come across many opportunities to learn
and grow and senior leaders don’t need to worry about people getting right exposure.
Self-managing organizations are complex, participatory, interdependent, and
continually evolving.
More management and leadership is happening at any time in integral organizations
without fulltime managers.
There are no leadership roles to prepare people for, and no talent management,
succession or career planning needs.
Careers in self-managing orgs emerge organically from people’s interests, callings
and opportunity.
Staff accumulate authority by showing expertise, helping their peers & adding value.
If people shift their belief system, someone will speak up and say: ‘Wait a minute:
does this new process fit our assumptions, I think not....’
Innovations can spring up from all quarters.
Meetings are held when needed.
The more powerfully you advance the orgs purpose, the more opportunities open up.
No dominating hierarchical systems exist.
8. CHARACTERISTICS OF WHOLENESS
“In many wisdom traditions the highest purpose in life is overcoming separation and
reclaiming wholeness”
8.1 A Deep Striving for Wholeness involves…
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
p.
q.
Responding to our deepest calling in life, which is to reclaim wholeness.
A need for created space that supports us and where we can be fully myself.
Bringing together the ego and deeper parts of the self.
Integrating mind, body and soul, masculine and feminine within.
Being whole in our relations with others.
Living with relationships that are open to challenge, coaching and new growth.
Recreating community on a new grounding: We can listen each other into selfhood
and wholeness.
Repairing our broken relationship with life and nature. We are not separate from, but
one with, nature. Also, bringing animals and children in may ground us.
Accepting we are interconnected and part of the web of life and consciousness.
Not separating the professional from the personal and not talking about ‘work life
balance.’ That separates self from what really matters.
Accepting that we all bring personal histories and baggage and it is possible to create
practices that support our inner-work while doing the outer work of the organization.
Realizing that when we leave part of ourselves behind we cut ourselves off from part
of our potential, creativity and energy.
Being prepared to tap into all domains of knowing - including intuition, metaphor and
symbols and images that arise in dreams and meditations.
Each time our fears are triggered is an opportunity to learn and grow into more
wholeness, reclaiming aspects of ourselves that we have neglected or pushed into the
shadows. Inviting our humanity to work.
Safe and open working environments creates space that gives us best chance to hear
our soul truth and follow it.
Each team has to develop a sense of purpose, pride and identity.
Making decisions at the level of the teams’ expertise.
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9. CHARACTERISTICS OF SELF-MANAGEMENT
9.1 Critical Role of the CEO in Self-Management
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The CEOs developmental stage determines the success of any organization
operating from Integral.
CEO must carry moral authority and authenticity by being “myself” in the
presence of others and being a role model of self-management, wholeness and
purpose.
This person has to be wise or noble enough to give away some power.
Must take advice, not impose. Trust people to do the right thing. Energy is in
trust.
The starting point is to look for enthusiasm, strengths & existing capabilities in
the team. Participate in projects; lead an initiative; participate in recruitment; mediate
conflicts; meet with patients, clients and regulators.
CEO must add value or else colleagues won’t trust.
9.2 Guidelines for Self-Managed Teams.
The aim is to create healthy self-managed and informal teams based on the integral
assumptions.
When you think about the year ahead, think about what goals will guide you. Yearly
plans are made to guide initiatives in Client care, Quality service and Training. Specific
decision-making techniques are employed.
A team should not exceed than 12 people and any one person should not be given too
many tasks. A member of each team is involved in recruiting for their team.
There is no hierarchy of middle managers nor is there an executive team.
Regional coaches are appointed who hold regular coaching meetings and provide the
training, coaching and tools required for self-management. People learn different kinds of
listening and communication skills.
The coach lets teams make their own choices but also helps them by asking insightful
questions.
Team meetings are held monthly with open agendas, four times with regional coaches in
attendance. Teams appraise each other.
Teams may hold short ad hoc meetings as required where structure follows emerging
need.
Coordination is treated and knowledge is exchanged.
Teams are trusted to do
the right thing.
When a problem arises, an ad-hoc meeting happens. Structures may emerge
spontaneously, and may subsist as long as they add value to the eco-system.
Responsibility for decision-making lies with teams. It’s OK for teams to struggle, it
builds resilience and community. If there is no principled objection, a proposed solution
to a proposal will be adopted.
Titles ‘employee’/‘manager’ are replaced by ‘colleague’.
Every person takes on a commitment to colleagues.
Anyone can bring about important
decisions, help to resolve conflicts, or take leadership. All called to grow from inside out.
Needs are prioritized through collective intelligence.
They can be scaled according to the
number of staff and need to be enjoyable as well as meaningful.
The more you increase individual responsibility the better are the chances for group
improvement.
People spend 80 percent of time on their primary responsibilities and 20 per cent on what is
needed by any other project or team.
Staff may find avenues to express talents and gifts that their primary responsibilities call for.
They may self-nominate to create a temporary project team if interested and excited.
9.3 Guidelines for Decision-Making.
The Board makes decisions on strategic matters and matters mandated by law.
The Board make operational decisions only if consulted by the CEO.
This allows community, humility, learning, better decisions and fun which aligns with
values.
9.4 Use Inner Sense of Rightness as Your Compass.
Does this decision feel right?
Am I being true to myself?
Is this in line with who I sense I’m called to become?
Am I being of service to the world?
9.5 The Advice Process in Decision-making
Anyone can make a decision but advice must be sought from all affected parties.
An Advice process gives everyone affected an appropriate voice.
There is no prescribed format for seeking advice.
Advice does not work through hierarchical authority and everyone is given a voice.
Consensus can sometimes gives people power to paralyze.
The member does not have to integrate the advice but it must be given serious considerations.
No one person has power to block a group.
People have freedom to seize opportunities and make decisions and listen to others.
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9.6 Responsibilities
People don’t have a role but fill a number of responsibilities.
Responsibilities evolve organically all the time.
Staff do not need approval from a ‘boss’ to change responsibilities but do need consent from
peers.
Staff follow the Advice process and bounce idea off relevant others when a responsibility
must be created, modified or scrapped.
Personal mission statements may be created, spelling out the purpose of the responsibilities
committed to.
As people grow in experience they can take on larger responsibilities & off-load simpler ones.
Staff can broaden the scope of their work using the Advice Process.
Rules around responsibilities are decided within teams.
A very busy person can ask a colleague to pick up a role temporarily.
All colleagues have an obligation to do something whenever they sense a problem.
‘It is not my problem’ is not an acceptable attitude.
Concerns are not limited to the scope of personal responsibilities. All must take the wellbeing
of the whole to heart.
9.7 Information Sharing and Feedback
Self-managing teams need to have all available information to make decisions.
Everyone has access to all information at the same time.
People are trusted to deal with good and bad news.
Self-managing orgs use intra-net.
No scripts in meetings, questions can be asked, frustrations can be vented; accomplishments
and people spontaneously celebrated.
Reinforces the feeling of community; and colleagues gain an understanding of situations.
Anyone who needs to, can make a decision if Advice is gained.
In a crisis situation transparency is important.
Hiding information in tough times is fear that staff might not be able to handle difficult news.
Full transparency is needed about the scope of top-down decision-making.
If top-down is needed, appoint someone who won’t continue to exert power after the crisis. 10. Creating a Safe Environment.
Raise awareness of words and actions that create or undermine a safe working environment.
Provide training on values and ground rules, rights and responsibilities, which create common
references.
Stand back from your need to be right in order to hear and respect others’ realities and
perspectives.
Differentiate between thoughts and behaviour.
Demeaning speech and behaviour is not allowed: e.g. ridicule, sarcasm, rolling eyes, negating
a person.
11. Issues Re Conflict
The soul’s claims can be demanding, when we are asked to speak a truth that others might not
like to hear.
Soul calls us to speak out over everyday matters when our selfhood is at stake.
Without conflict we may be over-accommodating or over-protective.
Conflict management can help people bring tensions to the surface.
Here is how I feel;
Here is what I need;
What do you need?
12. A Process to Manage Conflict and Anger
This process requires a culture whereby people feel safe, are encouraged to hold each other to
account, and possess the needed skills, processes, maturity and grace.
In self-managing teams conflict is dealt with by a fundamental process. Every new recruit is
offered training in non-violent communication. Individuals should never use force and should
honour their commitments.
Morning Star has a core document called Direct Communication and Gaining Agreement.
Sit together and try sort out privately. Make a clear request.
If solution is not agreed on, nominate a colleague.
If mediation fails, a panel of topic relevant colleagues convened.
The panel cannot force a decision but it does carry moral weight.
If necessary the CEO can be called in. Confidentiality is upheld.
Freedom and responsibility are two sides of same coin.
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13. Performance Management
All work is done with love and dedication and colleagues exchange feedback frequently.
Are we collectively doing a good job and contributing to the organization’s purpose?
Performance reviews and individual appraisals happen within teams.
We are relational beings who thrive on honest feedback.
An Integral group is high on trust and low on fears.
Feedback from peers allows for meaningful reflection of one’s contribution.
Integral values are intrinsic and to be valued over extrinsic motivators.
Hold periodic Values days to revisit the organisation’s purpose values and ground rules.
Hold Values meetings to bring up issues re values in workplace.
Conduct an annual survey around the values and ground rules.
14. Team supervision
Working in teams brings up tensions.
Peer coaching and the power of the team can help team members to work through issues.
No advice, admonitions or reassurance.
Invite deep listening, authenticity, vulnerability to help colleagues discover their own
solutions.
Check-in with peers at the beginning of meetings and check-out with all at the end.
Take silent time to reflect: ‘Am I in service to the topic we are discussing and to the
organization.’
15. Importance of Reflective Spaces
Silence and a quiet mind let truth in.
Spend time in silence, mindfulness, meditation, prayer, in nature.
Have regular time together that fosters a sense of community and a common language.
Summary
‘An Integral organization is viewed as an energy field, an emerging potential, a form of life
that transcends its stakeholders, pursuing its own unique purpose. We don’t own or run the
organization, instead we are stewards and a vehicle that listens to the organisation’s deep
creative potential to help it do its work in the world.’
PROFILE: DR ROSS FRANCIS KEANE
ROSS F. KEANE, Ed.D., M.A., M.Ed. Admin, B. Ed., BA (Hons)
Ross Keane holds a Doctorate in Adult Learning with a specialisation in Human Resource Development
(Toronto); a Masters Degree in Community & Organisational Development (Chicago); and a Masters in
Educational Administration (Armidale).
Over the past 25+ years, Ross has partnered with clients across the globe as a professional process
facilitator, successfully spearheading diverse projects involving:
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managing complex change
leadership/management development, coaching and training
evaluation and strategic planning in large organisations and systems
enhancing the learning and development of people in systems
training executives in leadership skills and process facilitation.
Since 1981, Ross has been the Director of Keane & Associates “Working with Spirit: Facilitating
Learning,
Leadership and Change. He and his wife, Elizabeth, have been operating this successful consultancy
business, specialising in organisational change and learning, to support many communities and
organizations. Through innovative consulting and the development of tailored programs that deliver
strategic solutions specific to the clients’ needs, Ross and Liz have earned the highest level of respect
from all those with whom they have interacted and collaborated.
Concurrent with operating his consultancy business, Ross was the Academic Dean of Loyola University
of Chicago from 1985-1987, where he presented programs in Community and Organisational
Development to graduate American and international students. From 1987-1992 as a Deputy to the
Director of the Sydney Catholic School System, he held full accountability for Human Resources,
Educational Services, and Executive Selection, Appraisal and Development. 1988 saw Ross’ selection as
the official Australian delegate to represent all sectors of Australian education at a UNESCO Conference
on Institutional Management in South East Asia.
Between 1992-1999 Ross transitioned successively within the roles of Director of Leadership; Head of
the School of Leadership; and Head of the School of Adult and Community Development at Australian
Catholic University, NSW.
Ross’ work in organisational leadership and people development has also taken him to an international
level, working with clients from New Zealand, South Africa, Pakistan, Singapore, Malaysia, Papua New
Guinea, USA, Canada, and Holland. He consulted to various education and Church systems in Pakistan
on a voluntary basis; while living in the USA he offered management training for Divisional Heads in the
World Bank in Washington during a four-year contract. This resulted in similar work for UNESCO and
International Agricultural Research Institutions in Amsterdam.
With expertise across diverse industries and institutions he has continued to deliver strategic initiatives
for clients within banking, education, church agencies, scientific research stations, hospital and aged
care systems, retail and social welfare systems. He has also been a visiting lecturer in workplace
learning and organisational change at Universities in Florida and Toronto and in the School of Business
at Australian Catholic University.
Qualifications
Doctorate: Adult Learning – Specialisation: Developing Human Resources University of Toronto
MA in Community and Organisational Development Loyola University, Chicago
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Bachelor of Education La Trobe University
Master of Educational Administration University of New England
Bachelor of Arts (Honours) University of Western Australia
Employment Précis
KEANE AND ASSOCIATES PTY
LTD
1981-Present
Managing Director
AUSTRALIAN CATHOLIC UNIVERSITY
Senior Lecturer
Head of School: Adult and Community Development, 1999
Head of School: Leadership, 1997-1998
Director of Leadership Studies, 1993-1996
1992-1999
SYDNEY CATHOLIC SCHOOL SYSTEM – ARCHDIOCESE OF SYDNEY
Director of Educational Services
1987-1991
ARCHDIOCESE OF CHICAGO, SEMINARY – Academic Dean 1985-1987
LOYOLA UNIVERSITY OF CHICAGO (SEMINARY COLLEGE) – Academic Dean
1984-1987
LOYOLA UNIVERSITY OF CHICAGO, INSTITUTE OF PASTORAL STUDIES – Senior Lecturer
LOYOLA UNIVERSITY OF CHICAGO, CENTRE FOR ORGANIZATIONAL DEVELOPMENT
MANAGEMENT DESIGN INCORPORATED, Cincinnati, Ohio
BRIAN SMITH AND ASSOCIATES, MANAGEMENT CONSULTANTS, Toronto
1983-1987
1982
SAMARITAN COLLEGE, Preston, Victoria
Foundation Principal
1978-1980
GALEN CATHOLIC COLLEGE, Wangaratta, Victoria
Foundation Principal
1972-1977
Professional Affiliations
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

Australian Council for Educational Leadership, Member
Australian Consortium on Experiential Education, Member
Australian College of Education, Member
Council & Board Memberships
Diocese of Broken Bay Schools Board
Chairman, Broken Bay Education Services Committee
Good Samaritan Sisters Education Council
Sydney Archdiocesan Catholic Schools Board
Marist Brothers Melbourne Provincial Council
1977-1981
2000-2007
1988-2002
1997-2001
1987-1992
Reinventing Organizations: A Guide to Creating Organizations Inspired by the
Next Stage of Human Consciousness. by Frederic Laloux (Author), Ken
Wilber (Foreword) Nelson Parker, 2014
About Frederic Laloux: ReinventingOrganizations.com
Frederic Laloux works as an adviser, coach, and facilitator with corporate leaders who feel
called to explore fundamentally new ways of organizing. His work—and the research for his
upcoming book—draws on two strands:
- His deep understanding of the inner workings of organizations, which he developed among
other during the years he worked as an organization and strategy consultant with McKinsey &
Company, where he was an Associate Principal.
- His longstanding fascination with the topic of human development and his own joyful
journey of personal and spiritual growth.
Frederic has worked intimately with people at all levels of organizations. He has witnessed
how the organizations that make up the fabric of our modern lives (large corporations and
small businesses, hospitals and schools, nonprofits and government agencies) are for the most
part places of quiet and pervasive suffering, places inhospitable to the deeper yearnings of our
souls. The intuition that more is possible—that we must be capable of creating truly soulful
organizations that invite all of our human potential into the workplace—has led him to engage
into groundbreaking research: how a currently emerging, new form of consciousness is
bringing forth a radically more soulful, purposeful, and productive organizational model.
Reinventing Organizations, the upcoming book based on this research, has been variously
described as “groundbreaking,” “brilliant,” “spectacular,” “impressive,” and “worldchanging” by some of the most respected scholars in the field of human development.
REINVENTING ORGANIZATIONS
Three Breakthroughs You Can Use to Make Organizations More Integral
Frederic Laloux and Ken Wilber
Published: Monday, February 10, 2014
Media Type: Audio
Channel: Ken Wilber Dialogues
In this extraordinary 5-hour discussion, Frederic Laloux and Ken Wilber take an extensive tour through
Frederic’s groundbreaking new book, Reinventing Organizations, which offers an in-depth look at many
integrally-structured organizations that are beginning to emerge all across the planet, while outlining
three major breakthroughs shared by these organizations: self-management, striving for wholeness, and
listening to evolutionary purpose.
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