The work of psychologist Clare Graves, a professor at Union College in New York, represented an early contribution to developmental psychology.  Ken Wilber has acknowledged the value of Graves’ work as informing different aspects of the AQAL metatheory and its applications. This presentation based on work of a team of scholars with the Graves archives at Union College. This proposal contemplates a 20 minute presentation on the scope of the archives, a plan for making them available for scholarly research, and some observations of their continued relevance in contemporary study, adaptation and applications of Graves theory and practice across the Integral landscape.  Slides will be presented featuring visuals of items in the collection, along with some brief video of Graves’ speaking.

‘Change’, when often used in light conversation, is perceived to be a simple process within an organisation. However, change within any organisation is a concept that is complex and multidimensional. In the new world of work, change is so prevalent, organisations facing challenges of communicating transformation awareness to employees, and confirming management skills are at its peak, to ensure the success thereof. Human reactions to change within an organisation partnered with poorly planned or executed change initiatives makes us aware that employee’s emotional, physical, spiritual, and mental state are major contributors to the success or failure of the change initiatives. This article took the direction of management and the components that ensures successful change. The importance of Integral Leadership and the role of the human element, surfaces during change processes. This study followed a qualitative research approach, and a grounded theory methodology was adopted.An example of a knowledgeable integral leader that is fully versed in Human Niches and Spiral Dynamics Integral will ensure a one-to-one contact when communicating with the purple niche employee, while utilising emails and memos when communicating with the blue niche employees. This simple change to the communication processes is a very effective measure to empower employees to feel included in the change process and to feel that what they are important within the organisation. I grant my greatest of gratitude to Dr Loraine Laubscher and Dr Rica Viljoen for imparting their knowledge on Human Niches and Spiral Dynamics Integral to me personally, whereby I can boldly state that Human Niches allows for the establishment of an environment of understanding, interaction, and trust within an organisation or in your community. By utilising the Human Niches and Spiral Dynamic Integral within the organisational environment, ensures effective communication, minimises resistance to change and optimises the success of change initiatives. Integral leaders that adopt an approach that includes the human element, have the ability to understand people as unique individuals with their own diversity of thought and worldviews, which may allow successful change implementation. The success of a change initiative may be elevated when an integral leader utilises the Human Niche theory.

During this day event delegates will get exposed to the interplay of ICF-accredited coaching methodology, informed by Jungian theory. Various modalities such as gestalt work and expressive arts will be used in the session. The process will allow delegates to crystallise rich experiences and illustrate the powerful impact of concepts line individuation, archetypes and storytelling on leadership functioning. A video of Dr Avi Goren-Bar will introduce the method while accredited Jungian coaches the Jungian Coaching School Africa will illustrate how they use coaching to support leaders in organisations to perform. Through storytelling it will become clear how rich insights can provide material for the coach to support his coachee to deal with their dilemma presented. Goren-Bar explains that this approach  fills the organization’s culture with feminine elements such as expressing feelings, containment, tolerance and nurturing and encourages while stimulating original initiatives it will bond the individual to the collective.

The difference between facilitation and Jungian thought is in its archetypal knowledge. Our acquired understanding of the psychodynamic contents of the archetypes involved in a particular dilemma provides us with a behavioral formula for how to coach our trainee towards achieving the expected skills or changes targeted.

Another helpful source agent for change is the adoption of non-rational thinking and the use of symbols and images. Most trainees, as most people, look for problem solving in domains they are accustomed to, in past solutions, available capacities, or the near and familiar environment. Non rational thinking (as known to us from mythologies, particularly the Greek mythology)  challenges the trainee to dare to bring up ideas, wishes, desires and fantasies in the range of the unbelievable, unexpected and even forbidden realm. By moving through the knowing to the unconscious material – true alchemy may happen.
By working with the deep principles of alchemy – and correlating that to individuation through storytelling, myth and fairytale; deep insights into patterns may be experienced.

Proposed structure for the session
During this session delegates will get exposed to the interplay of ICF-accredited coaching methodology, informed by Jungian theory. Various modalities such as gestalt work and expressive arts will be used in the session. The process will allow delegates to crystallise rich experiences and illustrate the powerful impact of concepts line individuation, archetypes and storytelling on leadership functioning. Through storytelling it will become clear how rich insights can provide material for the coach to support his coachee to deal with their dilemma presented. The interplay of different domains of the psyche, the shadow and archetypes will be explored.

Session 1:  Story-telling

Session 2:  My own myth

Session 3:  Our collective unconscious.

The Purple-archetype in Spiral Dynamics integral represents tribalistic values of safety and the relative status of one’s place in the community. But what happens when a child is raised with the logic in an ecology that holds these values dearly; but morphs through different stages and outside the tribe?

BO or Purple value systems accounts for the majority of the population both in the world and in the United States. To a larger extent, this is also true of emerging economies; and geo-political systems under crises. The leadership challenge of how to lead in a Purple organisation to influence meaningful change, seems to be universal. The devout loyalty of this worldview, makes it especially susceptible to influence, both good and bad. However, the world cannot move in any meaningful direction without Purple.

In fact, perhaps, the only way to combats today’s worldwide political and philosophical divisiveness is with leadership deeply grounded in the colour Purple. Contemporary thought advocates for children to make courageous moves to break out of the norm and proclaim independence. Do we then transcend and include?

Leaving one’s tribe is not easy, though, and becoming a leader outside of it is statistically inaccessible. Because those raised with deep Purple, but emerging to Second Tier due to their own transitions; often lose their tiara familiar support as they are seen to leave Purple. Attentive and concentrated Second Tier support is critical.

Without a plan for the Second Tier to identify, follow and backstop Purple as they transcend from their “safety of belonging”, those raised Purple and emerging to Second Tier are left with only luck as a strategy. Second Tier’s attention to supporting Purple-based emergents, at all stages, may be the key to replacing luck with purposiveness.

An auto-ethnographical reflection supported with deep theory.

The key note address: Spiral Dynamics Integral – the never-ending and ever-changing dance of being human – will focus on the ontological and epistemological underpinnings of Gravesian theory. Graves postulated that “the psychology of the mature human being is an unfolding, emergent, oscillating, spiralling process marked by progressive subordination of older, lower-order behavior systems to newer, higher-order systems as man’s existential problems change.” In the presentation, dr Rica Viljoen, will speak to the rejection of the concept of Spiral Wizards, remind us of the original postulates that informed the theory, hypothesise about the practically of the approach and present the most recent academic findings in the application of the theory. The ancestry of Spiral Dynamics will be acknowledged, in the presentation that will rely strongly on storytelling, real life cases and archetypal thought. The participants will be left with the question on how to do human better.

A multi-disciplinary approach with real case studies will be presented.