Letter to Society of Organizational Learning

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