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A conversation with Frederic Laloux

From the Leadermorphosis podcast

“We are all dealing with forms of cognitive dissonance simply to be able to function in this world and to function in the kind of organisations that we live in. We have often learned not to see things that are deeply hurting our integrity. Because we don’t know what to do with these questions.”

Miriam Turner, co-innovation lead at Interface talking about their Net-Works range which demonstrates circular economy principles through the manufacture of flooring materials from discarded fishing nets harvested at sea. This is her talk at Meaning 2015.

If we really act on the things that are important, we create such a chamber of resonance with so many other people that even if the system ejects us, it most likely will eject us to something better.

I think degrees of freedom that we have are much, much larger than, than what we think.

“What are you no longer okay with and what are you really yearning for?”

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Ken Wilber’s four quadrant map. Source:

So one of the big differences for leaders in self-managing systems is, when people come to you with a problem, rather than fix it, you try to see: what is the actual tension here? And how could the system resolve it by itself? What is the intervention needed? What is the conversation that needs to happen? You know, for that system to self-correct.

About the Leadermorphosis podcast

Founder of Reimaginaire, trainer and coach with Tuff Leadership Training, host of Leadermorphosis podcast.

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