1. Futuregen: a Worldview 4 approach to strategy, innovation and change By Jack Martin Leith Director, Futuregen Labs

2. Worldview A worldview is like the operating system in a computer, controlling operations behind the scenes but mostly outside the user's awareness. When someone upgrades his or her worldview, certain things that were previously impossible become possible, and some things that were difficult become easy. Each successive worldview incorporates and transcends its predecessor.

3. Worldview1 Worldview 1

4. Worldview1 Metaphor What organising metaphor shapes the thoughts and actions of those who operate under Worldview 1?

5. Worldview1 MetaphorMachine Organising metaphor: “The world is a machine”

6. Worldview1 MetaphorMachine The Newtonian/Cartesian worldview

7. Worldview1 MetaphorMachine NEWTONIAN/CARTESIAN WORLDVIEW A system of thought based on the work of British physicist Isaac Newton (1642 - 1727) and the French philosopher Rene Descartes (1596 - 1650). Newton described a mechanistic universe that is stable and predictable, and that obeys the law of cause and effect. Descartes formulated a concept of the absolute dualism between mind and matter, resulting in a belief that the material world can be described objectively, without reference to the human being. Source: GDV ResearchGDV Research

8. Some typical Worldview 1 topics: Competition Cause and effect Resistance to change Strategic planning Shareholder value Worldview1 MetaphorMachine

9. Worldview12 MetaphorMachine Worldview 2

10. Worldview12 MetaphorMachineNetwork Organising metaphor: “The world is a network of relationships”

11. Worldview12 MetaphorMachineNetwork As exemplified by Facebook, LinkedIn etc.

12. Worldview12 MetaphorMachineNetwork Some typical Worldview 2 topics: Social constructionism Customer focus Egalitarianism Community Values

13. Worldview12 MetaphorMachineNetwork Some people operating under Worldview 2 cannot entertain the possibility of constructing their reality differently X

14. Worldview12 MetaphorMachineNetwork Some despise this Four Worldviews model, believing it to be anti-egalitarian

15. While others mistakenly believe they have upgraded to Worldview 3 already Worldview12Pseudo 3 MetaphorMachineNetwork

16. They have embraced some aspects of the systemic worldview, but their Newtonian-Cartesian one still runs the show Worldview12Pseudo 3 MetaphorMachineNetwork

17. This is why I call Worldview 2 the pre-systemic worldview Worldview123 MetaphorMachineNetworkSystem

18. Worldview12 MetaphorMachineNetwork In western organisations, Worldview 2 is the prevailing operating system

19. Let go of judgements and notions of causality Out beyond ideas of right doing or wrong doing, there is a field. I'll meet you there. Rumi Crossing the first chasm The challenge: WORLDVIEW 2 WORLDVIEW 3

20. Worldview123 MetaphorMachineNetwork Worldview 3

21. Worldview123 MetaphorMachineNetworkSystem Organising metaphor: “The world is a system”

22. Worldview123 MetaphorMachineNetworkSystem See, for example: CyberneticsCybernetics—the science of organisation (Beer, Bateson) Complex Adaptive SystemsComplex Adaptive Systems (Stacey, Santa Fe Institute) Humberto MaturanaHumberto Maturana and Francisco VarelaFrancisco Varela

23. Evolutionary cybernetics studies the origin and development of purposeful organization in Nature, Mind, Society and Technology. The presently popular approach of complex adaptive systems too studies many of the same issues, but lacks a focus on hierarchical organization and especially goal-directedness, preferring the use of methods imported from mathematics, physics and chemistry, where the notion of function or ‘purpose’ is absent. Source: F. Heylighen (2000): “Evolutionary cybernetics”, in: F. Heylighen, C. Joslyn and V. Turchin (editors): Principia Cybernetica Web (Principia Cybernetica, Brussels), URL: http://cleamc11.vub.ac.be/EVOLCYB.html.http://cleamc11.vub.ac.be/EVOLCYB.html Worldview123 MetaphorMachineNetworkSystem

24. Some typical Worldview 3 topics: Self organisation Co-creation The future Complexity Resilience Worldview123 MetaphorMachineNetworkSystem

25. Crossing the second chasm The challenge: Inhabit two disparate realms simultaneously: the nonmaterial and the material WORLDVIEW 3 WORLDVIEW 4 Image credit: http://bit.ly/1yn7HRUhttp://bit.ly/1yn7HRU

26. Worldview1234 MetaphorMachineNetworkSystem Worldview 4

27. Worldview1234 MetaphorMachineNetworkSystemConsciousness Organising metaphor: “The world is consciousness”

28. Worldview1234 MetaphorMachineNetworkSystemConsciousness “We still have no adequate definition of consciousness.” Mo Costandi Consciousness explained in 30 seconds Mo Costandi Consciousness explained in 30 seconds The Guardian

29. Worldview1234 MetaphorMachineNetworkSystemConsciousness This comes close: Consciousness can be “described in terms of a series of moments.” Basically, “one moment gives rise to the next, in which context that was previously implicate is now explicate, while the previous explicate content has become implicate.” Consciousness is an interchange; it is a feedback process that results in a growing accumulation of understanding. Source: The Cosmic Plenum—Bohm's Gnosis—The Implicate OrderThe Cosmic Plenum—Bohm's Gnosis—The Implicate Order quoting David Bohm, “one of the most significant theoretical physicists of the 20th century”David Bohm

30. Some typical Worldview 4 topics: Non-reciprocal service Creative intelligence Lived experience Wholeness Play Worldview1234 MetaphorMachineNetworkSystemConsciousness

31. Worldview1234 MetaphorMachineNetworkSystemConsciousness Where Worldview 4 can be seen: Quantum Theory Rupert Sheldrake David Bohm Ken Wilber Zen

32. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach What is the dominant change approach?

33. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Managers seek to engineer a transit from current reality (‘as is’) to desired future (‘to be’) through top-down change programmes

34. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Managers seek to bring about change by getting everyone to align with the company’s vision and values

35. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management EngagementCo-creation Leaders seek to create the desired state of affairs by inviting stakeholders to design and implement the change initiative together

36. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management EngagementCo-creationFuturegen Everyone seeks to create the desired future (actually the desired present 1, and consistent with the company’s ecopurpose 2 ) through the collaborative design and implementation of a futuregen project 1 ‘Desired present’ originated by James WilkJames Wilk 2 Ecopurpose is defined in the next slide

37. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management EngagementCo-creationFuturegen Ecopurpose Why the enterprise exists, beyond profit. A declaration of the enterprise’s intent to generate value for a particular subset of society in a particular way.

38. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management EngagementCo-creationFuturegen Innovation approach What is the dominant innovation approach?

39. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management EngagementCo-creationFuturegen Innovation approach Brainstorm then project manage A linear, mechanical way of creating new products and services

40. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management EngagementCo-creationFuturegen Innovation approach Brainstorm then project manage Design thinking A human-centred approach to innovation, featuring customer insight, iterative concept development and rapid prototyping Crowdsourcing is another manifestation of Worldview 2

41. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creation Futuregen Innovation approach Brainstorm then project manage Design thinking Co-creation Stakeholders work together to bring something new into being

42. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Futuregen Everyone works together to bring into being something new that brings the company’s ecopurpose to life and helps turn the vision into reality

43. Spiral Dynamics Spiral Dynamics, a registered trademark of the National Values Center, Inc., is a theory of human development introduced in the 1996 book Spiral Dynamics by Don Beck and Chris Cowan. The book was based on the theory of psychology professor Clare W. Graves, and originally targeted at a business management audience. Some of the ideas of Spiral Dynamics have been adopted by American author Ken Wilber and other members of the Integral Institute. Source: Wikipedia. Integral InstituteWikipedia I started to develop my Worldviews model several years before becoming aware of the existence of Spiral Dynamics. The original version of the model consisted of three worldviews: Worldview 1 (the current Worldview 1), Worldview 2 (the current Worldview 3), and Worldview 3 (the current Worldview 4). The current Worldview 2 was inspired by Spiral Dynamics. OriginalWorldview 1Worldview 2Worldview 3 CurrentWorldview 1Worldview 2Worldview 3Worldview 4 Spiral DynamicsOrangeGreenYellowTurquoise

44. Spiral Dynamics evolution Spiral Dynamics Clare Graves Don Beck Chris Cowan Ken Wilber Spiral Dynamics Integral AQAL: All Quadrants (Wilber) All Levels (Beck & Cowan) National Values Center Professor Emeritus Psychology, Union College, New York The Emergent Cyclical Levels of Existence Theory

45. Spiral Dynamics links Spiral Dynamics on Wikipedia http://en.wikipedia.org/wiki/Spiral_Dynamics http://en.wikipedia.org/wiki/Spiral_Dynamics Don Beck: Spiral Dynamics Integral www.spiraldynamics.net www.spiraldynamics.net Chris Cowan: National Values Center www.spiraldynamics.org www.spiraldynamics.org Clare Graves legacy website (managed by Chris Cowan, Natasha Todorovic and William R. Lee) www.clarewgraves.com www.clarewgraves.com The Center for Human Emergence (Don Beck, Ken Wilber & co.) www.humanemergence.org www.humanemergence.org

46. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics Finally, the Spiral Dynamics level that corresponds with each of the four worldviews Source of the six-line descriptions: WikipediaWikipedia (captured 5 June 2014)

47. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral DynamicsOrange The colour code for this Spiral Dynamics level is Orange

48. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics Orange StriveDrive This Spiral Dynamics level is called StriveDrive Descriptor: Strategic

49. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics Orange StriveDrive Strive for autonomy and independence Seek out ‘the good life’ and material abundance Progress through searching out the best solutions Enhance living for many through science and technology Play to win and enjoy competition Learning through tried-and-true experience

50. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreen StriveDrive The colour code for this Spiral Dynamics level is Green

51. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreen StriveDriveHumanBond This Spiral Dynamics level is called HumanBond Descriptor: Relativistic

52. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreen StriveDriveHumanBond Explore the inner beings of self and others Promote a sense of community and unity Share society ’ s resources among all Liberate humans from greed and dogma Reach decisions through consensus Refresh spirituality and bring harmony

53. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreen StriveDriveHumanBond “Green egalitarianism cannot easily abide excellence and value rankings, big pictures, hierarchies, or anything that appears authoritarian, and thus green reacts strongly to blue [pre- orange], orange, and anything post-green.” View sourceView source

54. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellow StriveDriveHumanBond The colour code for this Spiral Dynamics level is Yellow

55. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellow StriveDriveHumanBondFlexFlow This Spiral Dynamics level is called FlexFlow Descriptor: Systemic

56. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellow StriveDriveHumanBondFlexFlow Accept the inevitability of nature’s flows and forms Focus on functionality, competence, flexibility, and spontaneity Find natural mix of conflicting ‘truths’ and ‘uncertainties’ Discovering personal freedom without harm to others or excesses of self-interest Experience fullness of living on an Earth of such diversity in multiple dimensions Demand integrative and open systems

57. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellowTurquoise StriveDriveHumanBondFlexFlow The colour code for this Spiral Dynamics level is Turquoise

58. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellowTurquoise StriveDriveHumanBondFlexFlowWholeView This Spiral Dynamics level is called WholeView Descriptor: Holistic

59. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellowTurquoise StriveDriveHumanBondFlexFlowWholeView Holistic is not the same as systemic. Holistic means taking everything into account, including the ‘bad’ stuff, and including that which exists beyond the physical realm.

60. Worldview1234 MetaphorMachineNetworkSystemConsciousness Change approach Change management Engagement Co-creationFuturegen Innovation approach Brainstorm then project manage Design thinking Spiral Dynamics OrangeGreenYellowTurquoise StriveDriveHumanBondFlexFlowWholeView Blending and harmonizing a strong collective of individuals Focus on the good of all living entities as integrated systems Expanded use of human brain/mind tools and competencies Self is part of larger, conscious, spiritual whole that also serves self Global networking seen as routine Acts for minimalist living so less actually is more

61. There you have it. FOUR MORE

62. Remember that each successive worldview incorporates preceding versions. WORLDVIEW 4 WORLDVIEW 2 WORLDVIEW 1 WORLDVIEW 3

63. Futuregen Futuregen is a philosophy and practice that enables groups, enterprises and communities to create the future. It is a synthesis of principles, concepts and methods drawn from a wide range of sources and reflecting the very latest thinking in the fields of strategy, innovation and change. Futuregen is open source and in perpetual beta. It is the progeny of Futuregen Labs, which conceives, develops and births one-of- a-kind creations that disrupt the status quo and enrich the world, and that are readily available to everyone who might benefit from them. The founder and director of Futuregen Labs is Jack Martin Leith.

64. Coming soon: Futuregen briefing paper Futuregen Labs website @futuregenlabs Until then, please contact me for more information about futuregen.

65. Jack Martin Leith Director, Futuregen Labs Bristol, United Kingdom email: jack@jackmartinleith.com Telephone: 07582 598548 International: +44 7582 598548 www.jackmartinleith.com Thank you.