These short case studies describe various companies and organizations that have chosen an Inner Work path in their organizational and leadership culture.
The short profiles describe in particular:
Concrete New Work Practices
What exactly is done (differently) there every day? In what way is more self-organization made possible there? Concrete leadership and management tools are described, graded according to how much Inner Work they typically require:
very demanding, requires months to years of Inner Work
more demanding, requires a deeper engagement with Inner Work
demanding, requires some Inner Work, a good beginner's step
Concrete Inner Work practices with which we create the basis for this
This section describes concrete practices, routines, and rituals to strengthen Inner Work competencies. They are the foundation of any sophisticated New Work practice.
New Work requires a high level of reflective (What do I need? What does the team need? What does the world need from us?) and communication skills (How do I make this discussable?).
In addition, to be entrepreneurial, teams must learn to navigate complexity. Among these so-called field competencies, we include, for example, meta-cognition, i.e. the ability to take a bird's eye view of a process rather than personally identifying with it. Since complex environments cannot be controlled exclusively in a linear-rational way, intuitive, felt perception – what some systems thinkers call "thinking-feeling" – becomes all the more important.