Affirmations
Are you a Hedgehog or a Fox?
A Better Way to Change
Bifocal Vision
The CEO's Trusted Advisor
The Changing Context of Business
Charisma
The Coach as Shaman
Coaching across Cultures
A Coaching Typology
The Coming Shake-Out in the Coaching World
Competing Commitments
Conscious Incompetence
Context - a powerful tool for change
Current Reality - Telling the Truth
Desire and Addiction
The Dangers of Executive Coaching
Ecopsychology and "Green and Away"
Emergence and Coaching
Endings
Energy
Excellence in Executive Coaching
Faulty Thinking and the ABC Model
The Future Landscape of Coaching 06/07
The Future Landscape of Coaching 07/08
Guilt is Good for You!
Happiness
Hassleme!
"I turned my face for a moment ..."
Inner Leadership and Psychosynthesis
In Praise of Ignorance
The Integral (AQAL) Model
Integral Leadership
Limitation Celebration
Managing Progression and Regression
Mentoring, Coaching, etc.
MBTI and Coaching
The Miracle Question
On Valuing
The One Thing You Need to Know
The Paradox of Choice
Parallel Worlds
Playing at Leadership?
Playing to our Strengths
Presence
Reflections on Being 50
Resilience
Shifting Stuck Patterns
The Set-Up-To-Fail Syndrome
Social Business
Sustainable Business
Time Management
Transformational Coaching
Values Priorities
What really makes people happy?
What I do
What is the Job of a Manager?
What is Success?
Which Mentor?
Working Identity
 
The Integral (AQAL) Model

One of Ken Wilber's many books is entitled "The Integral Vision: A Very Short Introduction to the Revolutionary Integral Approach to Life, God, the Universe, and Everything", another is "A Brief History of Everything ". Clearly a person of grand ambition, Wilber has sought to create an all-inclusive map of human potential.

Wilber saw that the hundreds of systems and models of human potential he examined could be reduced to five simple elements - quadrants, stages, lines, states and types. This is known as the AQAL ("All Quadrants, All Levels ...) model.Integral Model

He grouped these models as to whether they looked at individuals (eg psychology) or at groups (eg sociology); and looked at the individual or group either from the inside (subjective) or at the outside (objective). Putting these two dimensions (individual-group and inside-outside) together he created a quadrants model. This describes the four fundamental domains of development. An integral approach involves working in all four domains - see the four domains of Integral Leadership

Stages of consciousness represent different levels of development. One example from the Individual Interior quadrant used in leadership development is the 7 Transformations of Leadership.

Lines of development describe the various kinds of intelligence (cognitive, emotional, musical, kinaesthetic, etc) that can grow and develop through the stages - you will have developed the capacity for some intelligences more than for others

The major states of consciousness are waking, dreaming and deep sleep - others include meditative states, altered states (eg drug-induced) and peak experiences. Unlike stages which, once attained, are enduring acquisitions, states are temporary and come and go.

Types refer to items that can be present at virtually any stage or state. One widely used typology is the Myers-Briggs Type Inventory (MBTI).

 
 
 
Copyright © 2008. Dr M H M Munro Turner. All rights reserved