In the crucible of South Africa’s deliverance from apartheid, Myrna Lewis and her late husband, Greg, adapted Arnold Mindell’s Deep Democracy methodology to create a powerful set of decision making and conflict resolution tools. Those techniques are transforming corporations, organisations, schools, families, relationships and lives all over the world.
Inside the NO is a clear, step by step guide to using Deep Democracy in your own world. You’ll learn how to:
This book will show you how to start using the methodology in everyday situations, at your own pace, right now. Whether you’re a CEO or a primary school pupil, Deep Democracy can open the door to personal insights and organizational progress, creating new opportunities for growth at every level of your experience.
An exciting guide to decision making for kids. The Safari-Oohs Play Hide-and-Seek is a story about a group of friends who reach a harmonious decision despite initial disagreement. It offers a valuable tool that groups of any age can use to include all voices in decision making. The simple steps described in this story are based on a methodology known as Deep Democracy. Its techniques were adapted from Arnold Mindell’s work on Process Orientated Psychology and developed by two psychologists, Myrna Lewis and her late husband, Greg. This method creates a practical way of making decisions that not only benefit everyone involved, but that they are actually richer for including the minority voices. Deep Democracy is transforming corporations, organisations, schools, families, relationships and lives all over the world.
This is a book full of inspiration on differences and inclusion. From conflict and fragmentation to co-creation and connection. Offering you the ingredients to make use of the creative tension between opposing views. With eight inclusion principles that will lead the way to an inclusive work culture. Practical theories set out in less than 650 words.
This book is written for people who want to exploit differences to resolve conflicts and then dare to take sustainable decisions. People who think with each other and not for each other. Who fight together for the best possible solution. This can be done with the help of Deep Democracy, a decision making method that was developed in South African trade and industry in the period following Apartheid, and is currently used in more than twenty countries.
"We have a problem. Our democracy is broken, we distrust politicians, despair at the rise of bureaucracy and we feel ignored. In 'From arrogance to intimacy - a handbook for active democracies' we want to challenge you to improve how our representatives are chosen, policy is made, budgets allocated and services delivered. And to do this we need to rebuild democracy so it becomes inviting and inclusive or, as we call it, intimate".
The language we use has brought us to this point in humanity's development. The Future Words we need to take our development to the next level will be created by us either consciously or unconsciously.
It is time to take stock and consider what we have created with language. And then to powerfully choose which words will create our reality for the future. In a light-hearted but profound way this little book with a BIG idea encourages readers to mindfully own the language they use.
Australians bemoan the quality of our leaders. We blame those in power for not showing leadership, only to turn on them when they start tackling the hard issues they are expected to fix. No wonder, then, that even the most passionate and talented among us hesitate to take up this important role. The Australian Leadership Paradox offers us a circuit breaker for this impasse, providing new insights into Australia's distinct leadership culture and showing us a new way forward. It exposes the inherent tensions in Australians' historical relationship with authority; interrogates our culture of mateship and egalitarianism, and challenges the narrative of a nation of Aussies battling adversity when we are actually living in "the lucky country." These tensions are the paradoxes of Australian leadership. Drawing on their extensive experience working with hundreds of leaders from government, business, and community organizations, Geoff Aigner and Liz Skelton show how it's possible for Australian leadership to be inspiring, sustainable, and effective-and how we can participate in creating the change we want to see in the world.
War is no way to resolve our most problematic group, community, and societal issues, but neither is a peace that simply sweeps our problems under the rug.
To create lasting change we have to learn to work fluidly with two distinct, fundamental drives that are in tension: power-the single-minded desire to achieve one's solitary purpose; and love-the drive towards unity. They are seemingly contradictory but in fact complimentary. As Martin Luther King put it, "Power without love is reckless and abusive, and love without power is sentimental and anemic." Using revealing stories from complex situations he has been involved in all over the world-the Middle East, South Africa, Europe, India, Guatemala, the Philippines, Australia, Canada and the United States-Kahane reveals how to dynamically balance these two forces. Just as when we are toddlers we learn to shift from one foot to the other to move ourselves forward, so we can learn to shift back and forth between power and love in order to move society forward.
Harnessing the Collective mind by Valerie A. Brown and John A. Harris