Mike Hohnen

[lang_da] Den mest almindelige form for lederudvikling, man støder på i dag, er fokuseret på det, man kalder “right hand path” – hvor man lærer om den objektive og synlige viden. Det vi umiddelbart kan se og tage at føle på. Men fra et integralt perspektiv handler det i lige så høj grad om at udvikle ledere, der også kan inkludere ‘left hand path’, det indre ‘jeg’, fra den øverste venstre firkant og det intersubjektive ‘vi’ fra den nederste venstre firkant. For at udvikle sig optimalt som leder – såvel som personligt – må man starte med at blive bevidst om både de indre og de ydre realiteter.

Forestil dig 6 siders .pdf og en 20 minutters MP3 med ‘Big ideas’ fra store værker i en destilleret form og til at konsumere lige med det samme.

Lyder det for godt til at være sandt?

Det er det faktisk ikke. Prøv at se her på dette fantastiske tilbud fra philosophersnotes

“A truly good book teaches me better than to read it. I must soon lay it down and commence living on its hint. What I began by reading, I must finish by acting”.
– Henry David Thoreau

Et citat som er meget i tråd med Action Learning, som er den gennemgående metode i alle vores kurser. Læs også mere om integralteori her.[/lang_da]

[lang_en]Most of the management training and leadership development that you can find today is focused on “right hand” path – teaching objective, empirical and behavioural ways of knowing. But from an integral perspective developing leaders capable of operating beyond the conventional action logics must also include the left hand path, the interior “I” of the upper left quadrant and the intersubjective “we” space of the lower left quadrant. Developing post conventioal stage capacities start with awareness of interior as well as exterior realities.

Imagine 6-page PDFs and 20-minute MP3s with the “Big Ideas” of great books distilled for immediate consumption and application to your life!

Sound to good to be true?

It’s not. Take a look at this amazing offer from philosophersnotes

“A truly good book teaches me better than to read it. I must soon lay it down and commence living on its hint. What I began by reading, I must finish by acting”.
– Henry David Thoreau

A quote that is very much in tune with what we do Read also more about Integral Theory.

Enjoy the reading[/lang_en]

[lang_en]

If you could rent this for the same price with friendly service….

From the Financial Times this weekend:

“On a trip to Italy last July, I stayed at a hotel in Tuscany called Castello del Nero. Opened in 2006, it has featured in many best hotel lists around the world. I was visiting with my family (as a journalist on a complimentary stay) and was dumbfounded. Slow, forgetful service combined with unsatisfactory food left me wondering how the industry had reached a point whereby it could charge €500 a night for a hotel that was sub-standard – aside from the excellent spa. I was told some of the lapses were because of a departing chef. The trouble is, with the luxury hotel industry entering difficult times, there will be few opportunities for such excuses.

Next year will probably see a tough, consumer-led reappraisal of the market. Interestingly, early signs of this shakedown can be seen in the generally robust market for private villa rentals”

Read the full article here[/lang_en]

[lang_da]Begyndelsen er så klassisk, som den kan være. På samme måde som McDonald’s grundlægger, Ray Krock, i sin tid spurgte sig selv, hvorfor det skulle være så svært for en handelsrejsende at finde en god hamburger på landevejen i USA, måtte de to Bain & Company konsulenter, John Vincent og hans kollega Henry Dimbleby, konstatere, at de hver dag stod med det samme dilemma: Enten bruge tid på en sund og ernærende frokost, der var alt for dyr, eller snuppe noget hurtigt mad fra en af de traditionelle fastfood kæder.

En dag, mens de stod og kiggede fortvivlet ind i en sandwichmontre, spurgte John Vincent sin konsulentmakker, der tilfældigvis også var hans bedste kammerat fra skoletiden: “Du, hvordan tror du en fastfood forretning ville se ud, hvis Gud skulle designe den”? Det blev startskuddet til Leon

På menuen finder man salater, supper og wraps til frokost, og om aftenen lidt tungere ting som lam og makrel, men ikke skyggen af en sandwich. Der bliver brugt quinoa, broccoli, alfafa, kylling, hummus, koriander og kardemomme, som var det en helsekostbutik – og alt sammen til priser, der svinger mellem 30 og 50 kr. for en ret. Se hele menuen her.

Men tag ikke fejl. Bag det familiære hyggeimage er der en stålsat vilje til at gøre verden bedre: “Vi skal have gjort op med industrialiseringen af vores fødevarer,” siger John Vincent, “og det bliver først rigtig godt, når vi er så store, at vi virkelig kan sætte vores præg på udviklingen. Derfor er målet 2.020 forretninger inden året 2020 – med Guds vilje.”[/lang_da]

[lang_en]The beginning is as classic as it can get. In the same way as the founder of McDonald’s, Ray Krock, asked himself, why it was so hard for a businessman to find a good hamburger on the road in the States, two consultants from Bain & Company in London, John Vincent and his colleague, Henry Dimpleby, realised that every day they encountered the same dilemma. Either they had to spend time on a healthy and nourishing lunch or get lunch from one of the traditional fast food chains.

One day, while they were looking at a sandwich glass case with despair in their eyes, John Vincent asked his colleague who also happened to be his best buddy from the years of school: ‘Hey, how do you think a fast food restaurant would look like if God had to design one?’ That statement was the very first step in creating ‘Leon’.

On their menu you find salads, soups and wraps for lunch and in the evening more solid meals like lamb and mackerel – but no sandwich in sight. Ingredients used are quinoa, broccoli, alfalfa, chicken, hummus, coriander and cardamom – as if it was a health food store and with reasonable prices between 5 and 8 dollars for a meal. Take a look at their menu here: http://www.leonrestaurants.co.uk/

But don’t be mistaken. Behind this cosy family image there is a powerful determination to make the world a better place. “We have to make an end to our industrial foods”, John Vincent says, “and it won’t happen before we get big enough to influence the development. That is why the goal is to reach 2.020 businesses before the year 2020 – if God will.