Projectvoorstel 'Waterstof in Limburg' = visie, leiderschap en daadkracht in een transitie naar een duurzamer samenleving= 1 begrippenlijst 2 samenvatting 3 actors 4 probleemstelling oplossingsrichting 5 macroniveau oplossingsrichting 6 meso - oplossingsrichting 7 micro - oplossingsrichting 8 conclusie 9 geraadpleegde literatuur 1 begrippenlijst afwentelingmechanisme : als feitelijke stromen niet worden doorberekenend duurzame ontwikkeling : (i) tav tijd: intergenerationeel (25-50 jr), (ii) tav schaal: beslaat micro- en macro, (iii) tav domein: economisch (profit), ecologisch (planet), sociaal-cultureel (people) dynamisch evenwicht : evenwicht met sterke veranderingen, die alleen bij nauwkeurige waarneming zichtbaar -te maken- zijn maatschappelijke systemen : economische-, politiek-bestuurlijke-, innovatiesysteem marktfouten : niet adequaat werkende markt, indien markt onvoldoende investeert in innovatie / R&D stromen : veranderingen in voorraden. Deze veranderen snel (itt voorraden zelf) sturingsvacuüm : periode waarin politieke besluitvorming ineffectief (want incrementeel) is tav systeemfouten en een transitieregime nog niet leidend is systeemcrisis : opstapeling van weeffouten systeemfouten : weeffouten in het maatschappelijke systeem systeeminnovatie : organisatieoverstijgende vernieuwingen: (i) harde innovaties (dingen)+(ii) zachte - (principes, regels) tipping point : wanneer een fenomeen een sociale epidemie wordt transdisciplinair : meerdere disciplines + inbreng van derden transitie : structurele maatschappelijke verandering agv op elkaar inwerkende & elkaar versterkende ontwikkelingen mbt economie, cultuur, technologie, instituties, natuur & milieu transitiemanagement praktijk : (i) werk aan vertrouwen, (ii); begin alvast met welwillenden; draagvlak komt later, (iii) neem de tijd voor het transitieproces & let op timing, (iv) zorg voor commitment, (v) sluit transitie-accoord, (vi) werk met individuen (ipv instituten of organisaties), (vi) zorg voor goede basisfinanciering (vii) scoren is belangrijk, (viii) koester het proces, (ix) frappez toujours, (x) institutionaliseer niet, (xi) houdt de waan vd dag buiten, (xii) proces // inhoud, (xiii) ontwikkel gezamenlijke taal, (xiv) ontzenuw onmacht-denken, (xv) documenteer, (xvi) ontwikkel nieuwe beoordelingskaders, (xvii) hoofd, hart en handen transitiemanagement theorie : (i) multi actor, -level, -domein, (ii) lange termijn visie koppelen aan korte, (iii) innovatie koppelen aan optimalisatie, (iv) al doende leren, al lerende doen voorraden : economische, ecologische, sociaal culturele bronnen waaruit een samenleving put. Deze veranderen langzaam (itt stromen) weeffout : hardnekkig probleem dat domein neigt te ontbinden 2 samenvatting Bedreigingen: in alle onderzochte gremia, bestuurlijke lagen en publicaties blijkt een sterke wens aanwezig om een klaarblijkelijke patstelling ten aanzien van onduurzaamheid te doorbreken. Men wil wel, maar ervaart deze problematiek als te complex om effectief aan te vatten. Pogingen worden weliswaar ondernomen, maar bij navraag bestaat weinig vertrouwen in het werkelijk verduurzamend effect ervan. Gesproken zou kunnen worden van een systeemfout. Deze fout wordt indringender naarmate de effecten van die systeemfout worden onderzocht. Zo’n onderzoek lijkt tot de weeffout te behoren: een poging de weeffout helder te krijgen en te verhelpen stuit op de weeffout zelf Kansen: in Limburg kan in juli majeur gescoord worden tav duurzame ontwikkeling. Daarmee herstelt de regio een systeemfout door zichzelf te verduurzamen (in het economische, ecologisch en sociaal-cultureel domein). En zet daarmee de toon voor andere regio’s (NL, EU en verder). Dit kan leiders in spé motiveren hun visie hierop te enten en leiderschap en -faciliterende- daadkracht te tonen. Hieronder volgt een beknopte uiteenzetting: 3 actors - civil society: mn scholen (bv milieuzorgopschool.be, lhump.nl) - openbaar bestuur: gemeente, provincie, rijk, Europese gemeenschappen - academia: ICIS, Maastricht Graduate School of Governance, U Gent-mobiliteitslab - NGO’s: Klaor Loch, Unesco - bedrijfsleven 4 probleemstelling - - oplossingsrichting In toenemende mate wordt duidelijk dat we leven in een complexe wereld. Bewust worden van complexiteit veroorzaakt vaak pogingen deze te reduceren. Ten aanzien van onze maatschappelijke systemen zijn hierdoor weeffouten ontstaan. Deze weeffouten bestaan in een dynamisch evenwicht (onduurzaamheid: opwarming vd aarde, peak oil, te grote ecologische belasting, afwentelingmechanismen, conflicten, een sturingsvacuüm) en het niet kunnen / willen zien hiervan. Hierin worden plotselinge grote veranderingen waarschijnlijker, met serieuze bedreigingen voor de mens. Gesproken kan worden van een systeemcrisis. Oplossingen liggen altijd een niveau boven het niveau waar het probleem ontstaan is. Uiteindelijk zal een bewustzijnsontwikkeling dienen plaats te vinden, waarin wij ons verenigd weten in ons lijden als mensheid en ons schaarste-denken transformeren. Wat neerkomt op maatschappelijke innovatie. Er zijn reeds op transitie gerichte initiatieven, maar die lijden onder de weeffouten die zij beogen te overkomen. Een transdisciplinaire aanpak is vereist, alsmede leiderschap. Hoe langer gewacht wordt, hoe hoger de risico’s en de kosten. Hoe meer proactief wordt gehandeld, hoe meer de stromen in positieve zin kunnen worden bijgesteld, met als gevolg: versterking van de kennisintensieve werkgelegenheid, zeggenschap in andere domeinen, waaronder een aantrekkelijk model vormen voor andere regio’s in hun ontwikkeling. In het sociaal-culturele domein zal dit een spirituele renaissance faciliteren 5 macroniveau - - oplossingsrichting Mondiaal zijn er machtsblokken, mn langs economische lijnen: China, India, de VS, Europa. De energievoorziening bij allen is grotendeels gebaseerd op fossiele brandstoffen. Tussen nu en 20 jaar zullen de makkelijk winbare bronnen moeilijker winbaar worden en de prijzen sterk stijgen. Nu al is de vraag groter dan het aanbod. De kansen dat leveranciers van fossiele brandstoffen beperkingen in kwaliteit van leven veroorzaken bij de afnemers, nemen hiermee toe. De afhankelijkheid van import voor de EU hiervoor zal van 50% nu, naar 70% in 2030 gaan. Gevolgen van het verbranden van fossiele brandstoffen geven een vergrote kans op ongewenste-grote levensbedreigende effecten. De EU neemt mondiaal het voortouw in het terugbrengen van emissies. Naast efficiencyverbeteringen en emissiehandel, kiest zij voor het mondiaal leidend willen zijn met duurzaam geproduceerde waterstof (h2) als energiedrager. Daartoe zal het Joint Technology Initiative eind 2006 worden opgericht. Hoe voorlijk ook, deze initiatieven zijn strikt ontoereikend; een systeembreuk, gevolgd door een systeemovergang, is vereist. Een poging op dit niveau is de introductie door de EC van het concept ‘Lighthouse’. Dit is een voorbeeldproject ter grootte van een stad, of regio en bij voorkeur grensoverschrijdend. Hier kan geëxperimenteerd worden met het op grote schaal toepassen van h2. Door nauwkeurige monitoring komen juridische, sociaal-economische en technische gegevens beschikbaar, die gebruikt kunnen worden om volgende soortgelijke projecten te faciliteren. Hoewel de EU in 2020 2x zoveel energie zal gebruiken als nu, zal haar aandeel in de mondiale schadelijke uitstoot afnemen tot 15%. Dit illustreert het belang van het vormen van een rolmodel voor verduurzaming buiten de geografische grenzen. Ook in termen van vermeden kosten is het geroepen ons te bezinnen: herverzekeraars hebben de laatste 20 jaar 2x zo veel uitgekeerd en wijten dat voor een groot deel aan veranderde klimatologische omstandigheden. Er wordt door hen gepleit voor het versterken van de weerbaarheid van onze samenleving 6 mesoniveau - - oplossingsrichting De Europese industrie staat onder toenemende druk om schadelijke uitstoot te beperken. Binnenkort komt er een verplichting voor alle overheden binnen de EU om 25% van hun wagenpark aan de EEV-norm te laten voldoen. Mede onder invloed van het voorzorgsbeginsel, stelt de EU dat alle beperkende maatregelen inzake emissiereductie ter zijde gesteld dienen te worden. Nationaal bestaat de ambitie om in 2010 9% vd elektriciteit duurzaam op te wekken, in 2020 10% van het energiegebruik (electriciteit en brandstoffen) uit duurzame bronnen te laten komen, in 2050 15% minder schadelijke uitstoot te hebben als in 2002. Staatssecretaris van Geel wil dat de overheden het goede voorbeeld geven en vóór 2010 minstens 50% duurzaam inkopen. Een marktfout is dat investeringen hiertoe in strikt onvoldoende mate plaatsvinden. Er zijn enkele initiatieven vanuit het bedrijfsleven, maar om significante vooruitgang te boeken, dient er sprake te zijn van business cases. Hier dient de overheid in te grijpen. Er zijn allerlei studies, initiatieven en subsidies vanuit de bestuurlijke lagen (koplopersloket, groenregeling, Lissabonagenda-milieuparagraaf, eia, ukr, eos, mep, msk, vamil, EU-subsidies, enz), maar die blijken ontoereikend om de formeel erkende urgentie te vertalen in een adequate Deltawerken-formaat mobilisering van middelen: een transitie. Wat nodig is, is leading by example; een voorbeeld neerzetten van ‘clean clever competitive’. Dit zou een tipping point kunnen vormen: business cases genereren, de formeel beleden sense of urgency zichtbaar en aanstekelijk maken, zodat alle gremia in beweging komen. Mn ook bij teruglopende inwoneraantallen is deze koers de enige die het verzorgingsniveau op peil kan houden. Niets minder is nodig èn haalbaar, overdraagbaar, uitvoerbaar, continuïteit bevorderend, co financiering faciliterend, mondiaal respect en zo moreel leiderschap voortbrengend. Hooggeschoolde werkgelegenheid is een logisch gevolg, waaronder een of meerdere centres of excellence. Dat sluit goed aan bij de ambitie van de ‘technologische topregio’ en de wensen van de EU om via bilaterale akkoorden via de UNFCCC met derde landen tot emissiereducties te komen. Ook de € 1.2 triljoen, nodig voor de 700 GW aan EU-energieopwekking in 2030, kan zo richting duurzaamheid besteed worden 7 microniveau - - oplossingsrichting (i) in Limburg wordt in juli 2006 met de partners onderhandelt over de OVaanbesteding voor de provincie. De gebruikelijke korte termijn financieeleconomische cijfers zullen de agenda neigen te domineren. Dit moment is dè gelegenheid om bij de partners een ander perspectief te ontlokken en een tipping point mogelijk te maken (ii) verwachting is dat brandstofcellen beschikbaar zullen zijn tegen marktrijpe prijzen over 5 jaar. Moderne verbrandingsmotoren zijn nu reeds veel schoner en concurrerend geschikt te maken voor een variabel / ad hoc te optimaliseren aardgash2 mengsel ('Hydrothane'). Sinds 12 jaar wordt deze technologie getest en geoptimaliseerd. 2 Maal zo goed als de Euro 5 norm is nu reeds mogelijk. Een grote mean time between failures kan gegarandeerd worden (iii) als bij de aanbesteding afgesproken zou worden om het bestand aan bussen deelsgewijs te vervangen, kan gebruik worden gemaakt van voortschrijdend inzicht en laatste stand van de techniek. Zo kan Limburg / de regio leidend blijven tav de migratie naar duurzamer transport (iv) stel de partners daartoe in staat via pull (garanties inzake economische haalbaarheid en early adapter voordelen) en push (concurrentiepositie bij andere / volgende aanbestedingen) hun mogelijkheden voor duurzaamheid te maximaliseren (v) nodig bij deze onderhandelingen uit, naast vervoerder & provincie: EZenergietransitie, bus- en motorfabrikanten, aardgas-, h2-, vulstationleverancier, ECJTI- Implementation Panel, ICIS, DSM, EHA, U Aachen, U Gent, Unesco, andere near-market h2-transitie actors (gemeenten Haarlem, Den Haag, R’dam, Tilburg, Arnhem), fleetowners, leasemaatschappijen, andere -voorlijke- OV-aanbesteders, institutionele beleggers en Saatchi & Saatchi. Dit zijn partners die de dimensies van de OV-aanbesteding vertegenwoordigen. Zij vormen de partners in het project team / de transitiearena (vi) interesseer institutionele beleggers over deelname in dit Lighthouse (vii) maak stakeholders probleem- en vooral kanseigenaren (viii) stel projecttrekker aan die tipping point blijft zoeken, cq vaart erin houdt; een transitiemanager (ix) betrek RIVM, brandweer, ECN, TNO in vroeg stadium voor fysieke risicoanalyses (x) breidt het h2-pijpleidingnetwerk uit van Geleen naar andere vulstations voor het OV, zodat geen extra kosten voor tanken ontstaan (xi) let bij deze uitbreiding op de meerwaarde voor de transitie naar waterstof voor alle vervoer in en door Limburg (en Duitsland en Belgie) (xii) onderhandel met fleetowners, leasemaatschappijen, automobielfabrikanten over gebruik van aardgas-h2 en vervang geschikte / business case opleverende groepen auto’s. Anticipeer / wees leidend tav infasering brandstofceltoepassingen (xiii) benut marketingmogelijkheden vd plannen om verduurzaming mainstream te maken (xiv) zorg dat via een mediacampagne duidelijk wordt dat onduurzaam verkregen h2 voor het OV in Limburg zsm wordt uitgefaseerd & vervangen door duurzaam opgewekte. Zichtbare visie, leiderschap en daadkracht maken openbaar bestuur zo in brede kringen geloofwaardig, mn tav haar besef van de urgentie van duurzaamheid (xv) zorg dat pieken van near-shore windparken voor de Nederlandse en Belgische kust omgezet worden in h2 en in bestaande en uit te breiden h2- pijpleidingnetwerk wordt gepompt. Idem voor andere windparken in de buurt van de h2-pijppeiding (xvi) zorg dat meer duurzaam opgewekte h2 beschikbaar komt. Maak Nederland daartoe leidend in onderzoek, expertise en massaproductie van drijvende windmolens. Deze besparen sterk op funderingskosten en kunnen massaal in diepe / internationale wateren worden geïnstalleerd. Start met (i) samenwerken met Hydro (N), die het concept aan het ontwikkelen is, (ii) onderzoek naar massafabricage en installatie ervan, (iii) gebruik van pieken voor h2-productie (xvii) idem met TREC (parabolische spiegels in N-Afrika waar elektriciteit wordt gemaakt, alsmede h2 (met als restproduct veel drinkwater)) - idem met hybride voertuigen, met modulair uitwisselbare verbrandingsmotor (zodat deze bij voortschrijdend inzicht vervangen kan worden en de overige infrastructuur in tact blijft) (xvii) zorg dat relevante EU-organen, onderzoeksinstituten (KSI, DRIFT, ICIS, MERIT, We@sea, Competentiecentrum transities) en bedrijven betrokken zijn bij de plannen, zodat de kosten gedragen, aspecten van de implementatie van de plannen onderzocht, gedocumenteerd, gerapporteerd, elders gebruikt kunnen worden (xix) zorg dat aansluiting bestaat met Unesco-programma ‘Leren voor duurzame ontwikkeling’, het PAS-programma van de provincie Limburg, Innovatieprogramma Luchtkwaliteit (RWS), HFP Implementation Panel-Transportation (EC) en Bsik > We@sea, KSI, Transumo (EZ) (xx) organiseer werkbezoeken aan near-market h2-transitie actors (2 maart R’dam, 16 maart U Gent, eind maart SenterNovem-energietransitie) (xxi) zorg voor synchronisatie met de EHEC-conferentie in Maastricht, oktober 2007. Hierdoor kan de regio haar transitie-voorbeeldwerking mondiaal op de kaart zetten (xxii) evalueer de gegevens regelmatig en stel plannen bij: vast in (duurzaamheids) visie, flexibel in middelen daartoe 8 conclusie we (onderzoekcentra, openbaar bestuur, bedrijfsleven) kunnen en dus moeten we 9 geraadpleegde literatuur Altran – Gem Den Haag 2005 ‘NaturalHy productie met locale duurzame bronnen’ Beck 2004 ‘Regime change’ BMU 2005 ‘Trans Mideteranean interconnection for concentrating solar power_preliminary results’ ECN 2005 'Modelling the transition towards a hydrogen economy' Europese Commissie 2002 ‘Energy_let us overcome our dependency’ Europese Commissie 2003 ‘Hydrogen and fuel cells_a vision of our future’ Europese Commissie 2005 'Naar de zege in de strijd tegen de wereldwijde klimaatverandering' Europese Commissie 2006 ‘Action on climate change post 2012_ the EU’s contribution to shaping the future global climate change regime’ Europese Commissie 2006 ‘Tijd om onze inspanningen op te voeren' Europees Parlement 2004 ‘European green charter_the manifesto of MEP’s to prepare for the hydrogen economy’ Cohen 2001 ‘States of denial’ Debold 2005 ‘The business of saving the world’ Financieel Dagblad 140202 ‘Herman Wijffels ziet systeemcrisis in gehele samenleving’ Financieel Dagblad 241205 ‘Mens durf te dromen’ Financieel Dagblad 120106 ‘Strengere aanpak van uitstoot broeikasgas’ Financieel Dagblad 300106 ‘Innovatie_pleidooi voor een pragmatische aanpak Europa’ Financieel Dagblad 090206 ‘Rabo zoekt miljarden voor biobrandstof’ Financieel Dagblad 110206 ‘Energieproblemen domineren G8_olieprijs en betrouwbaarheid Russische gasleveranties hoog op de agenda’ Gladwell 2000 ‘The tipping point’ Golder - de Ridder 2003 ‘Mondiale revoluties_verkenning van actuele ontwikkelingen die de wereld veranderen’ Gouldner 1979 ‘The future of intellectuals and the new class’ Hans on Experience 2006 ‘Servant leadership blog’ Hydro 2005 'Floating windmills' Jaworski 1998 ‘Synchronicity: the inner path of leadership’ Joint Technology Initiative 2006 ‘'Report JTI-member status &associate status letters' Kemp-Rotmans 2002 'Managing the transition to sustainable mobiliity' Laszlo 2003 ‘Je kunt de wereld veranderen’ Leers 2005 ‘Thorbeckelezing’ Leewens 2005 ‘On courage’ Loy 2002 ‘A Buddhist history of the West_studies in lack´ Martens 2005 'Duurzaamheid-wetenschap of fictie' Mecc 2005 'Maastricht welcomes EHEC in 2007_bidbook' Metz 2005 ‘Vision and leadership’, ‘De hoge prijs van olie bedreigt onze beschaving’ Ministerie van EZ 2005 ‘'Nationaal hervormingsprogramma Nederland 2005- 2008 in het kader van de Lissabonstrategie' Ministerie van EZ 2005 ‘Nu voor later_energierapport 2005’ Ministerie van EZ 2005 ‘Schone bussen_effectieve innovatie geliberaliseerd OV’ NRC 301005 'Het plafond komt in zicht' Provincie Limburg 2005 ‘PASsie voor Limburg’ Provincie Limburg 2005 ‘Versnellingsnota’ Rifkin 2002 ‘The hydrogen economy’ Rifkin 2004 ‘The European dream’ Rotmans 2003 ‘Transitiemanagement’ Rotmans 2005 ‘Maatschappelijke innovatie_tussen droom en werkelijkheid staat complexiteit’ RTD-magazine 2004 ‘Sustainable energy_the hydrogen fairy’ SenterNovem 2005 ‘Amsterdam Forum’ SenterNovem 2005 'Bsik in beeld_duurzame systeeminnovaties' Steiner 2002 ‘De idee Europa’ Taylor 1989 ‘Sources of the self_the making of the modern id.’ Tideman 2005 ‘Mind over matter_towards a new paradigm for leadership in business and economics’ Trevino 2005 ´Global resilience_adaptive capacity building´ Unesco 2005 ‘UN decade for education for sustainable development’ (2005 – 2014) Verbrugge 2004 ‘Tijd van onbehagen’ Wilber 2001 ‘A theory of everything’ Young 2003 ‘Moral capitalism’

Dear Sir, Madam, Please find below a project, which could serve the interest of SoL, you and the world at large. I would like to describe the project along the lines, laid out in the Marblehead letter. In an effort to keep this document short, the reader is asked to suspend a need for an academic format in arguing; more elaborate underpinnings are considered a matter for later dialogue. Hyperlinks may give some relief here. 1. Introduction As has recently become increasingly clear, humanity is facing a number of global threats. Among those, climate change is both the one with the most disruptive effect on life on the planet and the one with the meagerest image of urgency. Among the reasons for this phenomenon are (i) the sheer magnitude of it, (ii) the embeddedness of the cause (burning of fossil fuels), (iii) the interest we all have in a comfortable lifestyle, (iv) the unattractive role of being a messenger (especially in a democratic system, where –re- elections are considered of overriding importance), (v) the commercial interests involved in a continuation of current patterns of consumption and most notably (vi) a seeming pandemic attitude, uneasy with an inward turn: reflection and dialogue. Given the predominance of technocratic and mediocre decision making in politics as well as in corporations, the latter seems to hinder seeing clearly. For when the impact and the number of sentient beings it impacts upon are considered, current decision making makes no sense. A concerted action of both the political and the corporate realm seem to be required to make effective change for the good possible. Both have significant potential, but at current levels of cooperation seem by and large insufficiently able to generate the change needed. 1.1 Politics The European commission shows a strong commitment regarding sustainable development. Especially a migration towards a hydrogen economy is envisioned. A sustainable development point of view could be seen as comprising the European model of society: unity in diversity, dialogue & rule of law as means for conflict resolution, an emphasis on quality of life, the precautionary principle (as held by European legal bodies). This model seems best suited as a model for other regions in the world, when looking for a sustainable future on all levels of society. Given the idea that energy is a key issue for an economy, a leading role in this issue can be seen as determining the role for an economy on the world stage. Taking the latter point, as well as the point from the previous paragraph, a leading role for the EU would be key for (i) a development of other regions along the lines followed by the EU and (ii) sustaining of the EU-model within its own boundaries. For: when other economic players (China, India the US) export their cultural model to us, this will mean a significantly-less sustainable course. Another important effect of a success of a leading role for the EU, is that it would enhance its ability to integrate large numbers of immigrants, needed to maintain its level of operations in all aspects of society: a prosperous community has more facilities to share. Visionary, bold leadership here too is of the essence. 1.2 Corporations ‘Corporations’ are here seen as a way of thinking, a level of consciousness, where everything is seen in mechanistic terms. This propelled many from superstition and poverty in pre modernity, to modernity’s mixed blessings. Nation building and capitalism went hand in hand. Originally, by being the nation’s financial mechanism, these corporations served the common good. Over the centuries, as capitalism took off, its purpose deformed into amassing private wealth. Documentaries like ‘The corporation’ illustrate the idea of corporations as ‘externalising machines’. They were not designed to deal with the level of complexity, arising from current levels of interconnectivity they have been instrumental in fostering. Corporations can be seen as significantly more influential now than politics, in determining the course of global as well as local events. In mostly hardly or non-visible ways, especially in the top segment, both are hard to distinguish, which makes the following argument even more acute. The documentary ‘Hijacking catastrophe’ illustrates this clearly. Given their global reach, abundant resources and potentially short lines of command, they are relatively well equipped to act upon new insights. The larger the size of corporations, by and large, the larger the resources. On the other hand, this increase in size is accompanied by an overall decrease of the influence of individual participants, or other stakeholders. It could be argued that corporations represent a leap in the capacity to organize for a shared purpose. This can be seen as resembling the European model of society. Important difference is that where the EU shows a moral vision, most corporations can be seen as morally asleep. Remarkably, the consciousness of individuals seems more evolved outside than inside corporate walls. Here a true challenge can be found: how to bring back the notion inside corporate walls, that it is the locus of a human village; one with the potential to become conscious of itself as a living system. Then the shift occurring outside the walls (to post modern and beyond) could replace the feudal structures inside. This would take a whole system change. The implied intra-organizational and inter-organizational change are required in any effective approach of interdependent global problems. 1.3 Change Notoriously well known is the resistance to change; new models are mostly perceived as threats, no matter their qualities. On the rubble of the old, the new can take root; the old is transcended and enclosed in the emergent. The preceding resistance has the potential to induce massive suffering and destruction. But more importantly, Pogo: ‘I have seen the enemy and he is us’: it’s our own reductionist, mechanistic way of thinking (like mentioned as applying to corporations) that has created our sense of separation from ourselves, each other and other systems we are embedded in, part of. And which perpetuates the driving forces of our global predicament. It could forcefully be argued that all perspectives are legitimate, but have inherent limitations; are true, but partial. What seems key, is to facilitate each perspective to evolve through its own ripeness, into another, more encompassing, more compassionate one. Applied to the perspective described here, an inward turn is now (as ever) expedient. All major philosophic and religious thinkers have indicated this as the only way for real knowledge, human growth, effective / fundamental relief of suffering. This is number iii of Epicures’ requirements for a happy life: (i) belonging to a community of friends, (ii) the feeling that your life & choices are in your own hand and (iii) time for slow questions. This latter point seems at a leading edge with the phenomenon of ‘Presencing’. 1.4 Leadership This word stems from an old English one, meaning ‘to go first’. Key players in an organization have a strong impact on the consciousness of the organization. In looking for change in an organization, their role seems key. This coincides with point vi in the first paragraph (and point iii in the previous paragraph). Leadership emerges when people stretch in order to reach a higher human purpose. When you act in sync, the universe reaches out: unlikely, miraculous affirmative phenomena happen. This in turn makes people around the stretcher perceive hir as a leader. Given (i) the potential of the corporate realm, (ii) its predominantly reductionist, mechanistic, feudal, outmoded and self destructive world view, (iii) the budding consciousness of its members and stakeholders, we are all called to seek internal leadership, in order to lead outside (indeed: there is no difference). 2. The window of opportunity regarding a paradigm shift in Maastricht, Netherlands As described on a dedicated website there is an opportunity for all stakeholders to be a part of a next step towards a more sustainable, more compassionate world. These are big words, which by being elaborated upon below, are likely to prove their indicated worth. To pick up on the Marblehead letter: 2.1 The social (and economic) divide a distinction between in- and out group is hard to make, since people are participating in various and varying networks. Nevertheless, it can be argued that an important result of globalisation is that a minority benefits from it and that many feel dislocated and threatened on various levels of existence. Retribalization as a remedy is rampant. Maastricht can offer an opportunity for many to become a part of the solution: re-perceiving phenomena like (i) global warming, (ii) bad air quality, (iii) low local employment, (iv) a very expensive traffic redirector in the form of a tunnel, (v) low-quality leadership / decision making processes, (vi) and –related to v-: regression to islands of identity and meaning (leaving the world at large at the throws of ‘fate’ (and thereby themselves; a social dilemma)). Summarized: by seeing a larger horizon, key decision makers can seize opportunities which (i) herald in a green hydrogen based economy, (ii) focus at the source of bad air quality (taking our desire to consume, live leisurely as a given; this is a significantly more fundamental challenge, which has many interesting overlaps; see Integral theory), (iii) being a power house (in terms of the European commission ‘a Lighthouse’) of research, implementation, promotion of a more sustainable future on local, city, national, regional, European, global levels. Especially education, consultancy and SME related employment will be stimulated. (iv, v) Using the sluggish decision making process and predictable mediocre & dissatisfier-status outcome, regarding the local traffic redirector. This can catapult a vision which inspires stakeholders through strongly improved living conditions, implemented vision (= leadership), as well as a larger audience: like recently in Bogotá and currently in Dongtan and Sweden. (vi) Points i-v can break the spell of the social dilemma. 2.2 The system seeing itself One of the core qualities of the Maastricht project, is that it can be seen as a ‘concrete metaphor’. Concrete: in the material domain, things happen: a long tunnel, with mountain-air quality coming out, a hydrogen pipeline dug from Geleen to Maastricht, with hydrothane filling stations, fleets of cars using it, tourists attracted & inspired, becoming ambassadors for sustainability, student and research programmes attracting SME’s, experts, other students, media coverage, marketing & promotional activities vis a vis lobbies for more sustainably generated energy and an important carrier: hydrogen. In the mental domain we can see a showcase for leadership on various levels, including the European (see paragraph 1.1, second alinea) Metaphor: it can be seen as comprising an emergent, where corporations, politics and other stakeholders act in concert, manifesting a next level of humanity expressing Spirit. 2.3 Redefining growth The process of making a shift to a more sustainable society, facilitates the emergence of a predominant emphasis on quality of life, outside as well as inside corporate walls (which are porous, as indicated before). The accompanying economic success will inspire others to aspire to the model at hand. 2.4 Variety and inclusiveness Given paragraph 1.1, third alinea and 1.2, second alinea the Maastricht project can mean a significant step forward regarding perceiving diversity as opportunity among key decision makers among all stakeholders. 2.5 Attracting people and realizing their potential Given paragraph 1.2, fourth alinea and paragraph 1.4, talent for fostering a more sustainable world would be drawn to corporations involved in the Maastricht project. 2.6 The role of the corporation In paragraph 1.2, fourth alinea, paragraph 1.3 and 1.4 it is indicated that by corporate members taking recourse to their interior, the profits for all will turn out superior. The preceding is offered as an invitation to be part of the solution. Emil Möller Itersondomein 4 6229ED Maastricht, Netherlands emil@hydrogenmaastricht.org +31651280150

Below the reader is invited to find my thoughts on Corporate Social Responsibility. This can be a rewarding read, since after -too coarse- an overview of existing views a perspective is offered, which has good potential to significantly advance the case for CSR and thereby the well being of the unit of organization at hand, as well as the stakeholders it deals with. The span of the organization is linked closely to its potential for change for the better. It is argued that global corporations have a unique potential and therefore matching responsibility to play an explicit positive leading role regarding pressing global issues. Some issues come to the fore: the complexity of the domains at hand, makes it hard to reach a point where conclusions might be found. This is at odds with a proactive, result orientation, typical for the commercial domain, where global corporations exist in an effective line of reasoning depends on to what extend my audience is willing and able to follow the lines here presented my sense of urgency plays a significant and possibly distorting role in an effort to reach a clear picture regarding the previous points my orientation in Integral theory implies inclusion for interiority, which reaches into a spiritual realm. A perspective which doesn’t facilitate the first two points reputation persuades There are numerous initiatives in as well as outside academia, aimed at probing effective angles regarding pressing global issues. As I understand them, there’s a strong need for vision, leadership, inspiration, as well as hands on tools to start the change one wants to see. The ones that use methodologies where the intellectual domain is embedded in larger frameworks, seem to have the best potential to deliver what’s needed now: sustainable results i, ii, iii It is my strong conviction that large corporations are in a unique position to lead global change for the better. Richard Barrettiv: ´Wealth has become the most important determinant of political power´. For Helen-Jane Nelson, corporations have to lead the wayv. To me it is a platitude to talk about urgency regarding contemporary global problems; the question probably is when and how will we face the inevitable turmoil vi. Corporations are significantly more able than other players (consumers, NGO´s, governments) to persuade other stakeholders to follow suit. As Tex Gunning stated in a recent interview vii: ´ The core insight about great leadership and great companies comes down to service. We as individuals should entirely integrate our personal lives and our search for meaning with our business lives´. After concluding that economic development does not serve most people now, he suggests using commercial mechanisms for the social capital market. A sort-like point is being made by Peter Drucker, who proposes a dual responsibility for leaders: to lead their organization to excellence, as well as take personal responsibility for the commonsviii. Fred Block continues this line of reasoning with Goethe’s Sorcerer’s apprenticeix. This metaphor clearly shows how what has delivered affluence, has run amok. Jonathon Porritt takes it a step further: ´today's so-called 'ecological crisis' is in essence a crisis of the human spirit´..´So what chances are there for some kind of spiritual renaissance in addressing this crisis, and to what extent will the world's religions enhance or impede such a renaissance?´x Considering the high level of complexity of our current global problems, as well as Einstein’s perception that problems can’t be solved on the level they were created, there’s another step to be made. In Peter Senge, Otto Scharmer, Joseph Jaworski´s ´Presencing´xi a clear path is indicated towards a greater spiritual inclusion. No woolly feel good stories, but best of class minds endeavouring into realms where anyone should go who is interested in fundamental, sustainable change for the better. Tex Gunning´s dedication to Dadi Jankixii fits in this line of development. The latter point brings me to a developmental perspective, as proposed by Robert Keganxiii and a host of developmental psychologistsxiv: life seems to evolve, from physiosphere, biosphere, noosphere to theosphere. Not in a clockwork fashion, but emerging as we make choices. Organizations share essential qualities with humans, as Arie de Geus proposes; they too evolvexv. The development of key players in organizations can have significant influence on how organizations evolve. The dynamics of this process I think are key for coming to grips with optimizing the impact of an organization on global problems. All this doesn’t mean that all things material should be jettisoned. As Ken Wilber (who’s perspective Otto Scharmer compares to his own, but then from 50.000 ft upxvi) argues: ´it’s an aqalxvii affair, where everyone’s right, albeit partially soxviii. Integral theory, as proposed by Ken Wilber, to me represents the summit of a potential for fundamental change for the better. Elaborating would take us beyond the framework of this brief explication. For those interested, some links: xix, xx,xxi What I would like to explore probably has become clear by now: (i) how to facilitate development of members in an organization, so they can lead (´to go first´xxii) with vision, compassion, dedication. Directly, as well as indirectly, inside as well as outside the organization (whose boundaries are fading) (ii) what are the structures, cultures, behaviours, states of mind, lines of development (iii) how do these facets interact, enhance, hinder each other, as well as increasing circles around them Emil Möller

In an effort to structure my ideas & feelings regarding our class´ task to answer the question of ´why a theory would be worth living / dying for´, I experience strong emotions. To some extend and in some format, this can be seen as appropriate. Since when considering matters of -one´s- life and death, basically the whole person is involved, rather than one´s mental / rational faculty only. Addressing the question tempts me to try to go beyond my usual effort to argue in an essay-format, since this format would probably not convey my position regarding the question at hand: why live or die for a theory. I´d like to invite the reader to join me on a mildly eclectic tour: When I read George Steiner´s essay ´The idea Europe´ the first time, we were hiking in the Ardennes. It helped me orient myself then, towards using a PhD-format to write a book. In re-reading it recently, I found inspiration to think over some phenomena in my life anew. George Steiner speaks about what could be seen as typical for Europe. He mentions 5 points: (i) its coffee houses, (ii) its wander-distance format geography, (iii) its nomenclature of streets, (iv) the fact that it has a dual inheritance: Jeruzalem & Athens and (v) an eschatological awareness. Regarding i: I see our DBA-PhD class as an instance of a coffee house. Here we exchange ideas, invite one another into meaning, build one´s & one another´s character as a humanistic intellectual. I feel priviledged in various ways. This leads directly to a sense of joy, as well as of responsibility. To be able to think in a disciplined way to me is the next step in the development of consciousness ( happening to be experienced by us in a commonly constructed human format, but I think we limit it to that to our detriment ). Consciousness to me is of the essence. It relates directly to a quest for & experiencing of meaning, connectedness, growth to greater circles of compassion, dissolution of greed, anger and ignorance. I see this thinking as being in the footsteps and on the shoulders of the great humanistic thinkers. This next step will be transcended & included by other steps in our emerging history. But for now the next step is in line with Max Weber´s speech in Munich in 1918, called ´Wissenschaft als Beruf´ Regarding ii: the day before yesterday, we booked a bus trip to Northern Portugal, for a 3 week hike. This fits in with my hike, bike & sailing perspective of our planet in a geographical sense. This perspective makes me feel at home in Europe. Other continents, as I have experienced them, have much less of a human-scale geographical environment. This format is conducive to what I would like to call ´slow questions´. These are questions of an existential nature, which tend to stay unresolved to the extend that business is our guiding principle. Contemporary, globalized, commodified, market oriented life, endeavoring supposedly self-realizing activities, is at odds with this. As I see it, the major obstacle in resolving pressing contemporary problems stems from our uneasyness with these slow questions. Example: we followed the language frontier in Belgium for 4 years and experienced, in other domains than the mental, what this phenomenon amounts to. This lived, somewhat maniacal, experience I see as indisposable, when coming to terms with the problematic implications of sort-like phenomena. Regarding iii: yesterday I bought all works by Brahms, at a rediculously low price, at Kruidvat. I´m amazed by the capacity of the commercial domain to deliver so many goods, at such a low price ( externalization of costs opens a new line of thought, which I will not pursue here ). It enhances my feeling of living in abundance. Today I listened to Brahms´ ´Ein deutches Requiem´ and was reminded of the books on WW 1 & 2 I read during secundary school. These books constituted to me a significant life world and formed a stark opposition with school. The former dealt with issues of life and death, comraderie, meaning, absurdity: I was awestruck, compelled. Perhaps it was a form of being sensitive to the theme of Frankenstein, das Rheingold, Faust, Darth Vader: what happens when you do away with the interior domain; what happens when one´s sense of lack enactingly morphs & is morphed by some social aggregate. My school and many other direct surroundings made me feel inadequate, sad and mad at times. This situation lasted until I finished Law at 30. Some weeks ago there was a documentary named ´Speer und er´, dealing with the moral downfall of Albert Speer as gentleman nazi. This image reminded me of my youth fascination, particularly by its compressed format: on the one hand there is this young engineer, who stumbled upon and seized the opportunity to live his dreams: to realize grandiose constructions. On the other hand we see the ultimate technocrat, for whom the interior domain, more in particular suffering, was irrelevant. It leads me to a theme that has been with me for a long time: after the question ´to what extent are the differences between the bad guys and the good guys arbitrary, shifting per perspective, sliding per circumstance, gradual as a character trait, rather than binary´ how do we reduce suffering, which emanates from whatever position we find ourselves in ? In European street names I´m reminded of the grotesque, in that one street name points to moral catastrophies of WW1 & 2 and near by others to cultural icons. Regarding iv: Jeruzalem in Catholic format was dominantly present in large parts of Europe since the Roman Empire. Subjectivity didn´t play a pivotal role there. In the Germanic territories subjectivity was already embedded, when the Protestant reformation, with its emphasis on subjectivity, took hold there. This was a fertile soil for the Enlightenment to take root in. Athens stands for the current & dominant iteration of people asking questions about the world and the heavens. Europe ( and the US and other Western-oriented realms ) shows strong influences of both worlds. Regarding v: George Steiner uses the term ´Geschitsmüde´, indicating a sense of weariness regarding Europe´s intuition that it could some day collapse under the burden of its paradoxical succes and richness of its history. Both world wars ( GS: ´civil wars´ ) could be seen as summits of this intuition. This fatalistic intuition / stance easily feeds, as well as feeds on -our perception of- contemporary problems, which seem increasingly unsurmountable: poverty, global warming, soon sharply increasing oil prices, Christian- , Muslim- & market fundamentalism, international criminal networks, the Iron triangle, developing countries entering an industrial phase, information overload, etcetera. Here I would like to let the snake bite its tail and go back to point i: I see myself as a free and priviledged agent, in various ways an European, who can serve the two-unity of himself and the common good, in- as well as outside Europe. My concentric circle of compassion makes it logical, as well as surely not always easy, to choose to live for a theory. Plotinus and his contemporary protagonist Ken Wilber lead me.

Boundaries: a sketch After much consideration, ´boundaries´ seem an appropriate format to convey what seems worth conveying. They indicate a basic dimension, which contains much potential in relieving suffering. For this is what to me is a basic question: does an endeavour intend and have good potential to reduce suffering? Pre-modern, modern, post-modern in all their splendour and misery are perspectives: true, but partial. Pretending to be conclusive, they give birth to the Frankenstein monster: humanity at all levels is in a Faustian situation. Happily as well as to its own detriment. Any perspective has narrower boundaries, than the most pressing questions allow. Beyond those boundaries perspectives fall quiet. To the extent one is connected to the less well of, an appropriate term for this stalemate would be ´aperspectival madness´. How now? By recognizing that all perspectives are true, but partial. Well studied, each perspective shows its reason d´existence. Honering each perspective in its situatedness in an emerging developmental trajectory, is a first step to fade out the monster, reduce evil, suffering, alienation. Each perspective ( in the domain of subjectivity, intersubjectivity, objectivity, interobjectivity ) has its boundaries in the form of pro- & opponents, brilliance and deviance, arguments, validations, versions, iterations, lines of development, state of the art, passed stations, unresolved conflicts, dead ends, potential and hopes. Not taking all into account feeds the monster. The monster in Buddhist parlance would be: ignorance, greed and anger. Those are the result of our sense of lack: we look desperately for spiritual unity, a sense of meaning; a struggle for a pat on the shoulder in any fashionable format; now: fundamentalism, as in shopping, commercialization, machiavellian moves, spinning, bombing, idolatry, fetishism. A theory embracing all perspectives, is ´Integral theory´, as expounded by Ken Wilber. Strikingly, this theory transcends & includes any perspective, including its own, by use of the concept ´Holon´. This is a part and at the same time a whole. In this perspective there are only Holons, holarchically ordered ( ex: letter, word, sentence, paragraph, chapter, book ). Which is fundamentally different from -the dominator version of- hierarchy. Since this holarchic perspective is principally scientific and acknowledges esoteric perspectives as holarchically higher, the potential of those perspectives for becoming stronger attractors, modificators of probability waves for contemporary phenomena, increases. This allows them ( ie us ) to develop to greater circles of compassion, as well as meaning, morality, ethics. In the body of this thesis, I will focus on what the ramifications of an Integral perspective would be on various issues: 1. how do the social ( interobjective ) and the cultural ( intersubjective ) enact 2. how do the social and the physical ( objective ) enact 3. how do the individual ( subjective ) and the physical enact 4. how do the individual and the cultural enact 5. how do the social, cultural, physical and the individual tetra-enact 6. 1-5 idem, when placed in developmental / emerging perspective 7. how do the various lines of development within social, cultural, physical and individual enact, evolve 8. what is the role of past, present & future of ignorance, greed and anger for 1-7 9. what could be effective strategies for facilitating / speeding up of walking the talk in personal, corporate, governing body domains 10. how to deal with pockets of chances for role modelling / probability wave forming 11. how to deal with pockets of threats to development of the greater audience

The image of Ché Guevara´s birthday at the leper hospital, as depicted in http://www.motorcyclediariesmovie.com/home.html remains clair in my memory.i To me it has an important quality. This quality I would like to use in my effort conveying the point I think is worth making: there is an immanent bifurcation point for intellectuals. A crisis; a threat, a chance. This thesis aims at making a case for the bullet proof intellectuel engagé, inside corporate walls. In searching an effective way of conveying what Ché´s birthday at the leper hospital could mean, I oscillated between span ( quantity ) and depth ( quality ). ´Span´ is defined here as: how many phenomenona are taken into consideration. Here views are endless, as well as evolving, iterative, dizzying. Standing on the shoulders of giants, I should limit, as well as stretch myself, in order to communicate something that would stand the test of peer review. ´Depth´ is defined here as: how many views are enclosed / implied in the preliminary conclusions. I think peers would be in accord, to the extent that the view I expressed showed greater depth. Dissatisfied with my limited capacity of conveying what I want by means of what I see as traditional scientific discourse, I came to ´Integral theory´. This view I favour strongly, since it offers solutions, where I don´t see ( fundamental ) solutions in other theories. And that´s what to me is the bottom line in any endeavour: does it reduce suffering; does it enhance life. On http://www.smc.org.au/wps/wps.asp, under ´working papers´, http://www.dialogonleadership.org/interviewWilber.htm and on http://www.nd.edu/~execprog/programs/eilp/ better, but longer introductions into the line of thought I propose here can be found. In the following paragraph I offer a brief and therefore very coarse overview, in order to give a taste of my line of thought in the space I allow myself in this foreword. Lets take the forementioned as an example: in a reverse engineering modus, I could say that (i)my brain showed chemical-electrical activity ( nuts and bolts ) (ii)I was aware of some of the puffs in my mind ( consciousness ) (iii)I was experiencing socially constructed / induced patterns of awareness ( culture ) (iv)my being an agent / node in a network had its unavoidable effects in the network and vice versa ( sociology > systems / network theory ) Variations in the nomenclature abound, but i – iv stand for basic outlooks, in which all span, with any depth can be pigeon holed. Each outlook with its own validations: ( validation claims for objective, subjective, intersubjective, interobjective ) This framework is part of a larger framework, in which also lines of development ( here ii, the ´interior-individual´, is shown as an example of various lines of development) play a role in the larger framework of, well, a rather grand picture: ( this indicates a developmental view of i – iv, where each phenomenon (´holon´) has correlates in all ( i – iv ) , starts in the center and develops outward ) Much can be said about how i – iv mutually influence one another, leading to a dynamic perspective: ( this indicates how all stages of development remain present (& avialable) in the evolutionary trajectory ) From a human, dualistic viewpoint, this leads to what is named in Integral theory the ´prime directive´: all phenomena are at some stage of development, have their own trajectory of further evolution ( and/or -temporary- involution ). The health of the whole spiral is what should be leading, in any ethical or moral deliberation. This implies a fundamental overhaul of policy making processes. From a perennial, esoteric, mystical point of view ( knowing that I speak about the unspeakable qua content ), the preceding plays itself out in the Void: that what contains all time and space & has no name. Where duality is resolved. Where the rational mind can´t enter. In this line of thought 3 basic domains can be distinguished: (i) the material, (ii) the mental and (iii) the spiritual. The material is transcended & included in the mental and the mental is transcended & included in the spiritual. In the mental, consciousness emerges, which can reflect on where it came from, but also on itself and to its future / potential. For each domain it can recognize proper tools and methods for investigation and validation. Super colliders, scales, the Hubble telescope + appropriate theories for the material domain; stories, emotions, theatre, + appropriate theories for the mental domain. But, what of the 3rd domain? Here too we have to use proper tools & methods. Using the tools of the other domains will give hanky panky + accompanying debunking effects. What is the weight of this idea? How many angels fit on the tip of a needle? Category mistakes. For the spiritual domain there are distinct tools, methods & validations. Put briefly: know thyself. By the way: this doesn´t mean there are no correlates of spiritual phenomena in other domains. What is indicated, is that the domain should receive proper scientific treatment; that we suspend our knee jerk ´I don´t want to rock my mental comfort zone boat´- reactions. Why this endeavour of writing a thesis; why all this effort, other than indulging in a narcistic tendency. And why invite criticism with such a grandiose if not grotesque goal? Ché had a mission, in the movie for the 1st time clearly visible on his birthday party at the leper hospital. This resonates with me. I feel a life force rumbling within me, I feel a subtle invitation to greater inclusion, to greater realms of compassion. As Elwood ( together with Jake, the Blues brothers ) would have it: “we´re on a mission from God