LEARNING HOW TO CREATE OUR
ORGANISATIONS OF THE FUTURE
GILES HUTCHINS & ELAINE P ATTERSON
Learning How to Create Our Organizations of the Future
By Giles Hutchins and Elaine Patterson
“Problems cannot be solved from the consciousness that created them”
Albert Einstein
This article marks an exciting new collaboration between Giles Hutchins from The Future Fit Leadership
Academy and Elaine Patterson from The Coaching Supervision Academy | International Centre for
Reflective Practice. Both have written extensively about transforming the nature of business and the role
of reflection in helping to develop future-fit leaders: learning to shift away from yesterday’s machine logic to
the logic of living systems. This article crystallizes how leaders can learn to lead the way life intended.
The Legacy of Yesterday’s Logic
Linear, transactional and reductive machine-age
thinking has come to dominate our businesses,
educational systems and communities. It is so
pervasive that we are immune to the level of
dominance this logic has in shaping our daily
interactions.
Whilst the hallmark reductive logic of The
Enlightenment Era helped bring great material
and technological advances for many of us, its
dominant mode of thinking has stunted our ability
to respond imaginatively, skillfully, wholeheartedly
and intelligently to the existential crisis now
present in our organizations.
Numerous studies point to unprecedented levels
of dis-enfranchisement, myopic thinking, silomentality, short-termism, and systemic fear in the
majority of today’s organizations.
For instance:
•
•
•
•
•
•
anxiety, stress and fatigue at all levels of
management [5]
And on top of this, we are using 150% of our
planets carrying capacity to sustain this
dysfunctional modus operandi [6]
These results have been produced by yesterday’s
logic. Recent scandals and business failures
show inherent sleepwalking; blindness from
people who want to do a good job yet are caught
up in a flawed logic. The tragedy is both human
and more-than-human (as the entire fabric of life
suffers the consequences). We can and must
break free.
However, the good news is that life is reasserting
itself through the emerging recognition amongst
forward-thinking leaders and change agents that
a new logic is required: the logic of life.
Today’s Reality
Only 13% of employees are actively engaged
in their work (and twice that number would
actively sabotage their organization) [1]
Mental illness amongst the workforce is rising
exponentially with a cost of £26bn in the UK
alone [2]
Only 15% of leaders exhibit a consistent
capacity to innovate and successfully
transform their businesses [3]
72% of leaders know their organizations are
overly reliant on fading revenues yet feel
unable to do much about it [4]
Cognitive overload and dissonance is now
widespread and blends with increasing
Today many leaders are feeling overwhelmed
and impatient. They realize that yesterday’s logic
has
built
organizations
which
can
be
characterized as mechanistic, control-based, topdown hierarchic bureaucratic monoliths, and that
these very structures are now getting in the way
of innovation and agility. They realize that
yesterday’s logic de-humanizes themselves and
their teams whilst at the same time denying us
access to some of life’s richest qualities which
hold the key to transformation – access to our
innately human life giving qualities of
collaboration,
co-operation,
adaptability,
networking, reciprocity, creativity, empathy and
community.
Page 1 of 9
Leaders are increasingly realizing that, as their
environment changes so their style needs to
change if they are to avoid obsolescence and
irrelevance.
As our organizations need to
become ever more emergent, innovative and
adaptive, so our leadership needs to become
more human – more about empowering,
empathizing and encouraging interconnections,
innovation,
learning,
local
attunement,
reciprocating partnerships and an active network
of feedback.
and organizing, in order to allow more of how life
really works to inform us. In so doing, we allow
more of who we truly are (as naturally purposeful,
passionate, creative, curious and collaborative
human beings) to show up for work. We learn to
work with the grain of Nature and more in
harmony with our deeper humanity. Learning to
lead in this way is elegantly simple but not easy
as leaders need to learn how to break the chains
of outdated thinking which imprison us in
habituations; and find new ways of learning,
thinking, seeing and relating to life and work.
Figure 1: A Shift in Worldview: From an Old Mechanistic
Logic to Remembering a New Living Systems Logic
Figure 3: From the Mechanistic to the Living Organization
Many leaders are waking up to (or remembering)
a more natural living systems logic which is
spawning in front of us, bubbling up through the
cracks to offer new more response-ible ways of
leading and innovating. It is dawning upon many
of us that more of the same is no longer enough;
and that a profound shift in the prevailing
worldview from the old to the new logic is urgently
required, as shown in Figure 2 below.
As the business management guru Peter Drucker
writes [7]:
“In times of turmoil the danger lies not in the
turmoil but in facing it with yesterday’s logic.”
As the IBM Global CEO Study noted:
“the great majority of CEO’s expect that business
complexity is going to increase and that more
than half doubt their ability to manage it. The
sheer difficulty of keeping a corporation afloat in
such turbulent economic, political, and social
water is beyond most leader’s experience and
capacity”
Enter our Enterprises of the Future that seek
harmony with nature while emancipating our
humanity. These organizations unlock our
creative potential by encouraging enlivening and
purposeful interactions and collaborations to
replace the deadening and dysfunctional.
Living systems principles are aimed at creating
business conditions conducive to collaboration,
adaptability, creativity and responsiveness;
hence, enhancing the evolution of organizations
from rigid, tightly managed hierarchies to dynamic
living organizations that flourish within everchanging
business,
socio-economic
and
environmental conditions.
Figure 2: From Old to New Logic
For these leaders it is simply (though not
necessarily easily) a case of us taming our fearful
controlling egos while opening up our lenses of
perception, changing our managerial mind-set,
and transforming our outdated logic of leading
Page 2 of 9
Re-Learning Leading
For leaders wanting to lead in this way, their key
question soon becomes “HOW to create this
shift?” Their core challenge and job is to then
discover how best to shift their organizations from
a machine to a living systems mind-set, starting
with themselves and their fellow leaders
throughout the organization. To explore how to
unlearn the entrenched often unconscious
assumptions and biases which inhibit the
transformation of our places of work from
drudgery, dogma and dysfunction to vibrant,
creative and purposeful living-systems.
The work starts with ourselves. It is about each of
us learning to become self-aware of a
predominantly ego-based individualist way of
being and doing so that we can allow a more
soul-based collaborative way of being and doing
to enrich us. This is first and foremost a radical
act of learning to lead self in order to lead others.
This is because at its heart leadership is
relational. A person’s ‘leadership’ is expressed in
their multiple acts of relationship - with self, others
and their eco-system - unfolding second by
second. Because “WHO you are” is central to
“HOW you lead”. As Bill O’Brien, CEO of Hanover
Insurance reflects [9]:
“The success of any intervention depends on the
inner condition of the intervener”
“the more we learn to be true to our unique self,
the more it dawns on us that we are just one
expression of something larger…we are not
separate from but one with nature.”
Contemplative and wisdom traditions the world
over explain that it is only when we cultivate selfawareness through reflection and contemplation
that we gain perspective of ourselves, our masks,
our habituations, and our acculturations. Only
then do we give ourselves the chance to
consciously embrace our essential humanity, inso-doing we open ourselves up the very wisdom
we need to not just survive but thrive in this
VUCA world.
This requires us to learn (or remember) seven
foundational capacities, which are at the heart of
our humanity. These seven core capacities are
Care,
Courage;
Curiosity;
Compassion;
Connection; Contemplation; and Creativity. It’s
through the development of these seven
foundational capacities that we begin to let go of
old ways; to open up more authentically; to pay
whole hearted attention; to lean into emergence,
possibility and potential; to experiment; to
feedback; to learn from our experience; to see
with fresh eyes; to notice the limitations of our
own judgments and habituations; to become
comfortable with not knowing; to be responsive to
the unfolding exploration; to invite, host, and
embrace diversity and improvisation; and to
embark on our life-journey of Knowing Thy Self
while guiding, coaching and facilitating others to
realize their own creative potential.
This kind of living systems leading enables us to
become more human while helping others we
relate with become more human too – it is
innately regenerative, creating the conditions for
life to flourish.
Leading as a Radical Act of Leading Self
Figure 4: WHO are you is HOW you Lead
The key to developing this living systems leading
is in reconnecting with our humanity i.e. our reawakening and our re-membering of what it
means to become human in our more-thanhuman world. As organization specialist Frederic
Laloux [10] said,
Learning to lead in this way is paying fresh
attention to our inner awareness and how this
informs our outer relations. This ‘inside out
vertical learning’ develops our being-in-the-world
so that this quality of being underpins and infuses
our doing; because our being is the source of our
doing.
In this way, each moment, each
interaction, each meeting becomes our action
learning environment.
It is up to us how
Page 3 of 9
conscious we wish to be of the learning that is
going on within and all around us all the time.
Life is our classroom.
How we cultivate this inner awareness is vital to
our outer responsiveness. Reflective dialogue is a
powerful tool for doing just this. As Warren Bennis
et al [11] wrote:
“Reflecting on experience is a means of having a
Socratic dialogue with yourself, asking the right
questions at the right time, in order to discover
the truth of yourself and your life. What actually
happened? Why did it happen? What did it do to
me? What did it mean to me? In this way one
locates and appropriates the knowledge one
needs, or more precisely one remembers what
one had forgotten and becomes, in Goethe’s
phrase, the hammer rather than the anvil”
Figure 5: The Benefits of Reflection
Research also shows that the impact of not
reflecting is a loss of energy, creativity,
productivity, deterioration in the quality of our
relationships and impaired decision making.
Bringing Reflection Out of the Closet
Reflection and reflexivity is the key to freeing
ourselves to lead in responsive rather than
reactive ways amid fast-moving complex
environments.
Yet research has shown that reflection is often
overlooked as the secret armoury in a leader’s
toolkit [12]. It is often side-lined amid our
busyness or viewed as a “guilty secret” or
“something done in private”. Research has also
shown that typically leaders are not encouraged
to or shown how best to reflect. The solution we
propose is to bring reflection out of the closet and
make it mainstream by removing its mystique.
The ‘business case’ for reflection is also clear.
Research has shown that reflection delivers the
benefits of improved self-awareness while
unleashing creativity and deepening our sense of
connection and purpose – so vital for Future Fit
Leadership.
Figure 6: The Costs of Not Reflecting
What is Reflection?
At its heart, reflection is a simple (though not
necessarily easy) self-awareness Flow Process of
Retreat, Reflect and Return. Retreat is our
intentional pausing to stop habitual thinking and
reactivity; Reflect is to reflectively immerse our
self in the living field of possibility and potential, to
be aware of what is arising within us and all
around us; and then to Return with new insights
to inform wise experimentation and action. Whilst
this contains an elegant simplicity, certain
conditions and practices are essential for us to
realize the full benefits of its creative and
generative powers.
Page 4 of 9
Developing The Seven Foundational
Capacities for Future Fit Leadership
Figure 7: Reflection’s Flow Process
The process in essence is a conversation with
self and/or others, which has an underlying
structure of inquiry and exploration. Typically the
questions for exploration within each stage are:
Retreat
i.
ii.
iii.
iv.
Figure 8: Future Fit: Seven Capacities
What is inviting me to stop?
What is my current reality?
What is my inquiry?
What am I assuming and what
assumptions do I need to let go of in
order to see afresh?
Capacity 1: Care
Caring is at the heart of our being human. What,
who and how we care defines our quality of
leadership. Caring sets the compass for
authentic, ethical and compassionate leadership.
Reflect
v.
vi.
vii.
viii.
What am I sensing from my body and
from the wider field?
Am I being fully present to what wants
to emerge?
What am I learning here?
What new perspectives and
possibilities are emerging?
Return
ix.
What new choices for decision-making
and elegant action are now emerging?
Reflection of this quality can then become an
ACT of CREATION – of bringing the new into the
world with a fresh way of seeing, thinking and
relating. And reflection of this quality depends on
the development of the seven core capacities of a
Future Fit Leader.
Reflection of this quality can then become an
ACT of CREATION – of bringing the new into the
world with a fresh way of seeing, thinking and
relating. And reflection of this quality depends on
the development of the seven core capacities of a
Future Fit Leader.
“The greatest voyage of our lifetimes is not in the
seeking of new landscapes but in the seeing with
new eyes”
Marcel Proust [13]
Leadership is relational. Leading is about
relationships. Leaders earn trust; it is not given.
Caring (and taking care) with people, issues,
choices and decisions is the relational expression
of our deeper purpose, meaning, values and
integrity in action. It is our being-in-action that
informs our doing. As Cashman [14] writes:
“Leadership is not simply something we do. It
comes from somewhere inside us. Leadership is
a process, an intimate expression of who we are.
It is our being in action.”
Core Questions to help us explore this capacity:
a.
b.
c.
d.
What do you deeply care about?
Why do you choose to lead?
Do you care enough about this issue?
How does the decision ahead resonate
with your sense of purpose?
Capacity 2: Curiosity
Curiosity drives inquiry, questioning and learning.
Curiosity keeps leaders open and receptive. Our
human brain and heart loves questions. Curiosity
keeps leaders awake, alert to their blind spots,
avoids complacency, tests the status quo and
drives creativity and innovation.
Page 5 of 9
Curiosity’s questioning puts leaders and their
teams at the edge of their learning, to provoke the
exploration of fresh possibilities, perspectives and
potential; to sense and lean into what is wanting
and needing to emerge. As Albert Einstein [15]
wrote:
“The important thing is to not stop questioning.
Curiosity has its own reason for existence.”
Core Questions to help us explore this capacity
are:
a. What are you most curious about?
b. When was the last time you were truly
surprised or saw things from a fresh
angle?
c. Where are your blocks or blind spots?
d. What is emerging for you right now?
e. Can you sense what your current learning
edge is?
f. Who can give you honest feedback?
connect to the feelings of others whilst also
staying centered and connected to your true self.
Compassion is the awareness of the interrelatedness of life; that our individuality grows
amid a rich milieu of human and more-that-human
relations. Compassion is the capacity to embrace
all of what it means to be fully human: the
vulnerabilities, the joys, the losses and the
celebrations, which accompany us every day as
we courageously allow more of our true nature to
emerge from beneath our habituated masks and
personas.
Core Questions to help explore this capacity are:
a. How do you show your compassion amid
everyday interactions?
b. How, who and what do you judge?
c. What touched you most today?
d. How honest are you about your own
vulnerabilities,
judgments
and
habituations?
e. How self-aware are you of the effect of
these vulnerabilities and habituations on
the way you interact on a day-to-day
basis?
f. How often do you fully listen to others,
with your whole self, uninterrupted by
judgments or distractions?
Capacity 3: Courage
The word ‘courage’ is derived from ‘coeur’, which
comes from the Latin for heart. Courage comes
from the capacity of the heart to be brave, bold,
vulnerable and wise. It is a continual commitment
to opening up to life as a learning process.
Courage enables leaders to move forward whilst
also being aware of their vulnerabilities, fears and
risks. Leaders with courage feel the future and act
upon it, learning, prototyping and adjusting wisely
as they go. As Brene Brown [16] notes,
“Vulnerability sounds like truth and feels like
courage.”
Core Questions to explore this capacity are:
a. What are you called to do?
b. What really makes your heart and soul
sing?
c. What are you here for – what is your
unique gift to the world?
d. What do you need to let go of in order to
open up to more of who you were born to
be?
e. What is needed right now?
Capacity 4: Compassion
Compassion is the capacity to connect with
yourself, with others and with life. Compassion is
not just empathy. Compassion is the capacity to
Capacity 5: Connection
Connection is the capacity to sense the deeper
underlying essence of all life – the whole within
which we are all part. Connection is the capacity
to appreciate, value and work with this intimate
reciprocity of real life across the dimensions of
past, present and future.
Connection gives us a deeper perspective and
sense of belonging within the world, as well as a
richer sense of purpose for the work we do. As
Albert Einstein [17] famously wrote:
“A human being is part of the whole, called by us
the ‘universe’, a part limited in time and space. He
experiences himself, his thoughts and his
feelings, as something separated from the rest, a
kind of optical illusion of his consciousness. This
delusion is a kind of prison for us, restricting us to
our personal desires and to affection for a few
persons nearest to us. Our task must be to free to
ourselves from this prison by widening our circle
Page 6 of 9
of compassion to embrace all living creatures and
the whole of nature in its beauty.”
a. Do you create the time and space to
regularly tune into yourself?
b. How do you objectively listen to yourself
think?
c. What are you holding onto that you need
to let go off to see afresh?
d. How do you create a safe space for others
to contemplate amid the busyness of the
everyday?
e. Do you reflect on the day each evening
before going to sleep and ponder on what
went well, what was challenging and what
are the learnings?
Each conversation, relationship and interaction
(verbal or non-verbal) provides the opportunity for
enhancing our connection through the quality of
our attention and intention. Simple techniques
such as deep listening and speaking from the
heart-and-gut can help us become more
connected, present and authentic in our
conversing throughout the day. In this way, we
can help create deeper connection in others
through the quality of our leadership.
Core Questions to explore this capacity are:
a. When, how and why did you last feel a
deep connection with someone or
something?
b. What did this connection feel like?
c. What happened?
d. How did your perspective alter?
e. How often do you simply sit in nature and
feel – not think, just feel?
f. How would you describe your connection
with your team or organization?
Capacity 7: Creativity
Creativity is the capacity to break old ways of
being, seeing, and relating while spawning fresh
approaches to life. Creativity is the capacity to
bring the new into the world – be it a new product,
idea, insight, or way of working - whilst also being
deeply respectful of past efforts, which have
brought the individual or team to the point of a
new creative breakthrough. As the American Art
Director George Lois [19] said:
“Creativity can solve any problem. The
creative act, the defeat of habit by originality,
overcomes everything.”
Capacity 6: Contemplation
Contemplation is the capacity to learn to turn
away from the endless busyness and alluring
rush of everyday living so as to tune into
ourselves, to be with ourselves and hear
ourselves think and feel.
Contemplation is the capacity to listen deeply to
ourselves; to sit with and to be with issues and
tensions trusting that in time - and with time - an
inner wisdom will surface which will bring a
deeper perspective on things.
Creativity thrives where there is time and space
for care, curiosity, courage, compassion,
connection, and contemplation to blend and work
their magic.
Core Questions to explore this capacity are:
It is the capacity to be mindfully present in the
moment by stilling our ruminating monkey mind
so as to sense more subtle somatic, heart-felt and
soulful intelligences within us. It is about us
creating a safe space for ourselves, and others,
to be still and to open up to more of our humanity.
As leadership specialist Parker J Palmer [18]
notes:
“The soul is like a wild animal… whilst tough,
resilient and resourceful, savvy and self-sufficient
it is also shy … and will only come out when it is
safe to do so.”
Core Questions to explore this capacity are:
Page 7 of 9
a. What truly inspires you?
b. What makes you laugh out loud?
c. What provokes you to see things
differently?
d. How can you bring more playfulness into
your work to enable creativity to flourish?
e. What seeds of the future can you sense in
the present here and now?
Supporting the Future Fit Learning Journey
Learning to lead in this way is new, exciting,
challenging and also liberating. And it can also be
lonely. This awareness of both the personal and
collective learning journey has inspired the design
of a new distinct practice to support the
development of Future Fit Leadership Capacities:
Executive Reflection.
Executive Reflection provides the learning
partnerships and resources for leaders to embark
on the path of transforming themselves and their
businesses.
“There is a difference between knowing the path,
and walking the path.”
Morpheus, The Matrix
This practice has been created in response to the
call from leaders we work with to develop their
inner capacities to become Future Fit Leaders;
and to then role model these in their work so their
organizations can become Future Fit living
systems. Because who we are is how we work.
The practice brings the riches of coaching superVision as it has been developed by the Coaching
Supervision Academy - traditionally confined to
executive coaches - to a much wider audience of
leaders working at the cutting edge of
organizational
development
and
systemic
leadership.
Working and walking alongside busy leaders
and/or their Boards, Executive Reflection offers a
much-needed oasis and anchor to help leaders
learn and practice the foundational capacities
within themselves and within their organizations
to shift their prevailing logic.
The practitioner (or super-Visor) works as a
confidential witness, confidant, companion,
observer and reflector, providing the safe space
for deep thinking, learning, inspiration and
discovery.
Executive Reflection works because it helps
leaders to super-see and to get a super-vision
and super-wisdom for themselves and their
organisations: to wake up to their own flow, to
their blind spots and stumbling blocks, and to
tune into what is emerging within the wider
system so as to liberate masterful performance. It
blends the latest thinking in leadership, living
systems theory, quantum physics, neuroscience,
adult learning, mindfulness and the contemplative
traditions to help leaders build Firms for the
Future today.
This is because - as Judy Brown [21] writes –
transformational leaders are the ones who:
“take the time to see into their own processes, to
disclose their feelings and thinking, to be honest
about themselves, their train of thought, their
thinking, their reservations, their struggles…. With
that courage, the transformational leader invites
all of the human talents of us all and the result is
a new and necessary richness in our world of
work, as well as a sense of being at home,
ourselves in the workplace… And that starting
point is their own reflection”
Summary
Learning to lead in the way that life intended is
remembering much of what we already know but
have forgotten or chosen to overlook. It is also a
radical act of learning to lead ourselves so we can
earn the privilege of leading others. This article
signposts the what and the how of what is now
essential if we are to reimagine, reinvent and
redesign our collective way out of today’s most
pressing human, economic and ecological
problems.
Are you interested in becoming Future Fit?
We offer bespoke packages for leaders across all
sectors. Do get in touch with us to explore how
we can help you to shift yourself and your
organization.
Giles Hutchins is a Speaker, Thought Leader,
Strategist and Author, and Chair of The Future Fit
Leadership Academy www.FFLA.co Giles can be
contacted at [email protected]. See his
latest book Future Fit www.futurefitbook.com
Elaine Patterson is an Executive Coach,
Supervisor, Strategist and Writer at the Coaching
Supervision Academy’s Centre for Reflective
Practice. Elaine can be contacted at [email protected]. Find out more about Elaine’s work at
www.elainepattersonexecutivecoaching.com and
www.coachingsupervisionacademy.com.
Page 8 of 9
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futureAge May/June 2006