developing love, unity, and spirituality in the community and the work place
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© Copyright 2006, Four Worlds International www.fwii.net
DEVELOPING LOVE, UNITY, DEVELOPING LOVE, UNITY, AND SPIRITUALITY IN THE AND SPIRITUALITY IN THE
COMMUNITY AND THE COMMUNITY AND THE WORK PLACEWORK PLACE
Four Worlds International Institute for Human and Community DevelopmentFour Worlds International Institute for Human and Community Development347 Fairmont Blvd. S347 Fairmont Blvd. SLethbridge, AB T1K 7J8, CanadaLethbridge, AB T1K 7J8, Canada
The Four Worlds Centre for Development LearningThe Four Worlds Centre for Development LearningP.O. Box 395P.O. Box 395Cochrane, AB T4C 1A6, CanadaCochrane, AB T4C 1A6, Canada
Great NationsGreat NationsAre TheAre The
Natural ResultNatural ResultOfOf
Great PeopleGreat People
© 2006, Four Worlds International
The Medicine Wheel
This is an ancient symbol used byalmost all the Native people of Northand South America. There aremany different ways that thissymbol is used: the fourgrandfathers, the four winds, thefour directions, the four stages of lifeand many other things that can betalked about in sets of four. Just likea mirror can be used to see thingsnot normally seen (like behind us,or around a corner), the medicinewheel can be used to help us see orunderstand things we can’t quite seeor understand because they areideas and not physical objects.
© 2006, Four Worlds International
FireFire
WaterWaterWater EarthEarth
AirAir
The Medicine WheelThe Medicine Wheel
The medicine wheel teaches us that thefour elements, earth, air, fire andwater, are all part of the same physicalworld. All must be respected equallyfor their gift of life.
© 2006, Four Worlds International
We can think of the human family as havingfour symbolic races; red, yellow, white andblack. The medicine wheel teaches us thatthe four symbolic races are all part of thesame human family. All are brothers andsisters living on the same Mother Earth.
WhiteWhite
BlackBlackBlack RedRed
The Medicine WheelThe Medicine Wheel
YellowYellowYellow
© 2006, Four Worlds International
MentalMental
Physical SpiritualSpiritual
EmotionalEmotional
The Medicine WheelThe Medicine Wheel
Human Beings have four interrelated potentialities, mental, physical, emotional, and spiritual, that are actualized through volition.
Volition
InfancyInfancy
Elderhood ChildhoodChildhood
AdulthoodAdulthood
The Medicine WheelThe Medicine Wheel
Human Beings develop in four interrelated stages; infancy, childhood, adulthood, and elderhood.
individualindividual
worldworld familyfamily
communitycommunity
© 2006, Four Worlds International
PROPOSITION All dimensions of human potentially are inter-related and inter-dependent.
Well-being in any one of the many dimensions of human life is inseparably linked towell-being in all the others.
Reflection:
Economic Physical Spiritual Cultural
Emotional
Social
Political
Mental
© 2006, Four Worlds International
volitionvolitionparticipationparticipation
visionvision
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Political/ideologicalenvironment
political
conversationalenvironment
mentalemotionalindividual
Emotional supportenvironment family
socialcommunity
socialenvironmentworld
eco no mic a nd e col og ica l
env iro nme nt
economic
Physicalenvi ronm
ent
Physical
Volitionparticipation
Vision
valuesenvironm
ent
spi ri tual
cultural
Multicu ltural
environ ment
© 2006, Four Worlds International
© Copyright 2006, Four Worlds International
The 5 Dimensions of WorkThe 5 Dimensions of Work
VOLITION SPIRITUALMATERIAL
INTELLECTUAL
EMOTIONAL
The Five Dimensions of Work
1. Material: concerned with physical issues such as efficiency, equipment, comfort, safety and adequate pay.
2. Intellectual: includes the collective intelligence of employees plus their continuing drive for furtherdevelopment and learning, as well as abilities toeffectively use available resources, to plan productivelyand to be on the cutting edge.
© 2006, Four Worlds International
The Five Dimensions of Work
3. Emotional: involves the interpersonal workenvironment, how well people get along with each otherand how effectively they can be a team. Research showsthat effective teams usually need members to be concernedwith the process skills of support, listening, positivefeedback and lack of defensiveness, all of which requiremembers with mature emotional development.
© 2006, Four Worlds International
The Five Dimensions of Work
4. Volitional: the desire or will to change for the better.We may know that some other behavior would be healthierbut we may lack the will to change it. One psychiatristwrote that the hardest thing for his patients was not tochange but to decide to change. Once the will was there,change was relatively easy.
5. Spiritual: concerned with moral issues, such as justiceand respect, and working toward empathy. Understandseach member to be a unique human being, a sacred soulwith dignity.
© 2006, Four Worlds International
© Copyright 2006, Four Worlds International
Organizational Change in the Five Dimensions of Work
Dimension Organizational Change
1. Physical Work designWorking conditionsExtrinsic rewards money, bonusesFinancial well-being of organization
2. Intellectual (Most organizational change takes place in the first two dimensions.)
Challenging workTraining to see job differentlyQuality emphasisInnovation and creativityNew responsibilitiesOpportunities to learn and developFreedom-to-fail environment
© Copyright 2006, Four Worlds International
Organizational Change in the Five Dimensions of Work
Dimension Organizational Change
3. Emotional (A small portion of change or training programs deal with this dimension.)
Supportive working relationsMutually respectful relationships with the bossAppreciation for work done
4. Volitional (Attention given here to resistance to change and sacrifice.)
Desire for changeWillingness to make necessary sacrificesTop levels ready to change and make real sacrifices, too
5. Spiritual (Organizational change in this dimension is quite rare, yet it is necessary to bring long-term health to the company.)
Capacity and willingness to loveIntegrity, trustworthiness, and respect up and down the organizationJustice at all levelsNobility and dignity of workers acceptedWisdom of love: love others as yourself
© Copyright 2006, Four Worlds International
Questions for Examining the Material Dimensions of WorkQuestions for Examining the Material Dimensions of Work
1. Does your organization operate mostly in the black?
*2. Are you in continuous financial crisis?
3. Do you have the resources to pay your employees decently? (Not do you actually pay them, merely could you.)
*4. Are compensation differentials between top and bottom excessively large? Increasing?
*5. Is there a high turnover rate for employees?
6. Are the places of work (factories, offices) clean, comfortable, well kept, and adequately furnished?
7. Is the equipment used modern, efficient and safe?
Note: * indicates negative scoring.
© Copyright 2006, Four Worlds International
Questions for Examining the Intellectual Dimensions of WorkQuestions for Examining the Intellectual Dimensions of Work
1. Do your employees keep up with cutting-edge technology?
2. Do you spend adequate resources to send people for continuing education or to important professional conferences?
3. Is spending on continuing education as a percentage of sales increasing?
4. Are employees able to get reference materials, books, journals, and magazines that will help them learn more about their work and the environment?
5. Do you reward employees who continue to learn?
6. Are people happy to learn (rather than having to be coerced)?
7. Do other organizations respect the knowledge of your employees?
8. Do you respect the knowledge of your employees?
*9. Do employees often lack the necessary competence to complete projects adequately and on time?
© Copyright 2006, Four Worlds International
Questions for Examining the Emotional Dimensions of WorkQuestions for Examining the Emotional Dimensions of Work
1. Do there seem to be high levels of job satisfaction?
2. Do people enjoy working with each other?
3. Do employees like one another?
*4. Are there a disproportionate number of problems with depression, alcoholism, and frequent, even violent, outbursts.
*5. In meetings, do people behave defensively or with power plays?
*6. Are people afraid to bring up in meetings what they really feel?
*7. Is there frequent concern about “not upsetting the boss”?
© Copyright 2006, Four Worlds International
Questions for Examining the Volitional Dimensions of WorkQuestions for Examining the Volitional Dimensions of Work
1. Is there a willingness to look at the new ways of doing things?
2. Do you rarely hear “It won’t work” or “That’s impossible to do”?
3. Is there a high level of energy on new projects?
*4. Do workers put energy into maintaining the status quo?
*5. Are new programs met with many complaints and much resistance?
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Questions for Examining the Spiritual Dimensions of WorkQuestions for Examining the Spiritual Dimensions of Work
1. Is there an acceptance and assumption of integrity among coworkers and bosses?
2. Do people trust one another? Do they trust management?
*3. Do employees feel exploited or treated unjustly?
4. Do those you serve expect and get a quality product and service?
*5. Is cynicism common among employees?
6. Do people joyfully help one another?
*7. Is there a lot of backbiting?
*8. Are there political fights? Political intrigues? Political posturing?
9. Is there an openness of communication that depends on a deep level of trust and commitment?
© Copyright 2006, Four Worlds International
Questions for Examining the Spiritual Dimensions of WorkQuestions for Examining the Spiritual Dimensions of Work
*10. Do people say different things to different people?
11. Is there a unity of “theory” and “practice” (i.e., do managers practice what they preach)?
12. Can groups discuss problems and handle conflict in a competent and dignified manner?
13. Is there a “spirit” of service to one another, to clients, to suppliers?
A Principle Centered Approach In our field experience we have learned through a process ofaction and systematic reflection on the results of that action toturn to principles as a reliable guide for determining what todo and how to do it effectively. It is all too easy to react topeople and situations in ways that do not serve the overallpurpose of fostering sustainable well-being and prosperity. Aprinciple-centered approach is a way of working that forces usto look again and again at what we are really trying to achieve,as well as what is really required for development processes tobe effective. By comparing our plans, and our own actions inthe field to known development principles we are able tocontinually adjust our strategies and refine our practices. Inessence our growth and development as practitioners isdirectly linked to our use of principles to guide and evaluateour thinking and our action.
© 2006, Four Worlds International
Principle #1:
Human beings cantransform their
worlds
The web of our relationships with others and thenatural world, which has given rise to the problemswe face as a human family, can be changed.
Principle #2:
Development comes from within
The process of human and community development unfolds from within each person, relationship, family, organization, community or nation.
Principle #3:
Healing is anecessary part of
development.
Healing the past, closing up old wounds and learninghealthy habits of thought and action to replacedysfunctional thinking and disruptive patterns of humanrelations is a necessary part of the process of sustainabledevelopment.
© Copyright 2006, Four Worlds International
DISCHARGE INDICATIONS AND SEQUENCE CHART
“Kind” of Painful Emotion Tension Manifestation During Discharge
ZEST (absence of painful Emotion) Happy relaxation, turning of attention away from experience of hurt.
BOREDOM Laughter, Animated Talking, Reluctant Talking
LIGHT ANGERS Laughter, warm perspiration
HEAVY ANGERS Angry noises, violent movements, warm perspiration
LIGHT FEARS(Embarrassments)
Laughter, cold perspiration
HEAVY FEARS Trembling, shivering, cold perspiration, active kidneys
GRIEFS Tears, sobbing
PHYSICAL PAINS AND TENSION Yawns, stretching, scratching
© Copyright 2006, Four Worlds International
DISCHARGE INDICATIONS AND SEQUENCE
The client will begin substantial discharge as close to the bottom of the painful emotion part of this chart as the tensions exist in that particular pattern and/or as he is able to discharge and will then tend to move upward on the chart as regularly as his particular discharge inhibiting patterns permit.
© Copyright 2006, Four Worlds International
Patterns of Abuse in Aboriginal Boarding and Patterns of Abuse in Aboriginal Boarding and Residential SchoolsResidential Schools
The patterns of abuse in Aboriginal and Residential Schools in North America, researched and documented by the Four Worlds International Institute for Human and Community Development and other Aboriginal research groups in Canada and the United States, include the following:
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Physical AbusesPhysical AbusesSexual assault, including forced sexual intercourse between men and women in authority and girls and/or boys in their charge;
Forced oral-genital or masturbatory contact between men or women in authority and girls and/or boys in their charge;
Sexual touching by men or women in authority of girls and/or boys in their charge;
Performing private pseudo-official inspections of genitalia of girls and boys;
Arranging or inducing abortions in female children impregnated by men in authority;
Sticking needles through the tongues of children, often leaving them in place for extended periods of time;
Inserting needles into other regions of children’s anatomy;
Burning or scalding children;
© Copyright 2006, Four Worlds International
Physical Abuses (cont’d)Physical Abuses (cont’d)Beating children into unconsciousness;
Beating children to the point of drawing blood;
Beating children to the point of inflicting serious permanent or semi- permanent injuries, including broken arms, broken legs, broken ribs, fractured skulls, shattered eardrums, and the like;
Using electrical shock devices on physically restrained children;
Forcing sick children to eat their own vomit;
Unprotected exposure (as punishment) to the natural elements (snow, rain, and darkness), occasionally prolonged to the point of inducing life-threatening conditions (e.g., frostbite, pneumonia);
Withholding medical attention from individuals suffering the effect of physical abuses;
Shaving children’s heads (as punishment);
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Psychological/Emotional AbusesPsychological/Emotional AbusesAdministration of beatings to naked or partially naked children before their fellow students and/or institutional officials;
Public individually directed verbal abuse, belittling and threatening;
Racism;
Performing public strip searches and genital inspections of children;
Forced removal of children from their homes, families and people;
Cutting children’s hair or shaving their heads (as policy);
Withholding presents, letters and other personal property of children;
Locking children in closets, sometimes for extended periods (as punishment);
Segregation of the sexes;
© Copyright 2006, Four Worlds International
Psychological/Emotional Abuses(cont’d)Psychological/Emotional Abuses(cont’d)Proscription of the use of Aboriginal languages;
Proscription of the following of aboriginal religious or spiritual practices;
Eliminating any avenue by which to bring grievances, inform parents or notify external authorities of abuses;
Forced labour
Long-term isolated confinement
© Copyright 2006, Four Worlds International
Enforcing Unsuitable Living ConditionsEnforcing Unsuitable Living ConditionsStarvation (as punishment);
Inadequate nutrition (e.g., nutrition levels below that of needed for normal growth and subsistence);
Providing food unfit for human consumption;
Exploiting child labour;
Forced labour under unsafe working conditions;
Inadequate medical services, sometimes leading to children’s deaths;
© Copyright 2006, Four Worlds International
Omissions of Action - Church InactionOmissions of Action - Church InactionFailure to bring local incidents of abuse to the attention of higher church authorities;
Failure to bring local incidents of abuse to the attention of federal and appropriate provincial governmental authorities;
Failure to protect children under their care from the sexual predations and physical and emotional abuse from other children also attending Residential School;
Failure to remove known sex offenders from positions of supervision and control of children;
Acquiescence to federal funding levels below those the churches themselves believed necessary for operation;
Starvation (as a cost-cutting measure);
Neglect of their educational mandate;
© Copyright 2006, Four Worlds International
Omissions of Action - Government InactionOmissions of Action - Government InactionFailure to adequately inspect or otherwise maintain effective supervision of institutions into which their legal wards had been placed;
Failure to fund church schools at levels sufficient for maintaining the physical health of their legal wards;
Failure to live up to the spirit of treaties signed promising education for Aboriginal Peoples;
Collaboration with church officials in covering up the criminal behavior of officials, both governmental and ecclesiastical;
Removal or relocation of internal personnel critical for Residential School conditions.
*Excerpts from: The Circle Game, Rowland D. Chrisjohn, Ph.D., & Sherri L. Young, MA., 1994
Principle #4:
Justice
Every person (regardless of gender, race, age,culture, religion) must be accorded equalopportunity to participate in the process of healingand development and to receive a fair share of thebenefits.
Principle #5:
No Vision, NoDevelopment
A vision of who we can become, and what a sustainableworld would be like, works as a powerful magnet,drawing us to our potential.
© Copyright 2006, Four Worlds International
THE PROCESS OF HUMAN DEVELOPMENTSTEPPING INTO AN EVER RENEWING VISION OF HUMAN
POSSIBILITY
VISION
THE FOUR WORLDS DETERMINANTS OF HEALTH FOR HEALTHY AND SUSTAINABLE INDIGENOUS
COMMUNITIES
These determinants of health for Indgienous Communities have emerged from direct consultation with hundreds of Indigneous communities across the Americas.
1. BASIC PHYSICAL NEEDS- adequate nutrition, clothing, shelter, pure drinking water, sanitary waste disposal and access to medical services.
2. SPIRITUALITY AND A SENSE OF PURPOSE -connection to the Creator and a clear sense of purpose and direction in individual, family, and community life, as well as, in the collective life of the nation.
© 2006, Four Worlds International
3. LIFE-SUSTAINING VALUES, MORALS AND ETHICS -guiding principles and a code of conduct that informs choices in all aspects of life so that at the level of individuals, families and institutions.
4. SAFETY AND SECURITY -freedom from fear, intimidation, threats, violence, criminal victimization and all forms of abuse both within families and homes in all other aspects of the collective life of the people.
5. ADEQUATE INCOME AND SUSTAINABLE ECONOMIES-access to the resources needed to sustain life at a level that permits the continued development of human well-being, as well as, processes of economic engagement that are capable of producing sustainable prosperity.
© 2006, Four Worlds International
6. ADEQATE POWER -a reasonable level of control and voice in shaping one’s life and environment through processes of meaningful participation in the political, social and economic life of one’s community and nation.
7. SOCIAL JUSTICE AND EQUITY -a fair and equitable distribution of opportunities for all, as well as, sustainable mechanisms and processes for rebalancing inequities, injustices,and injuries that have or are occurring.
8. CULTURAL INTEGRITY AND IDENTITY -pride in heritage and traditions, access to and utilization of the wisdom and knowledge of the past, and a healthy identification with living processes of one’s own culture as a distinct and viable way of life for individuals, families, institutions, communities, and nations.
© 2006, Four Worlds International
9. COMMUNITY SOLIDARITY AND SOCIAL SUPPORT -to live within a unified community that has a strong sense of its common oneness and within which each person receives the love, caring and support they need from others.
10. STRONG FAMILIES AND HEALTHY CHILD DEVELOPMENT -families that are spiritually centered, loving, unified, free from addictions and abuse, and which provide a strong focus on supporting the developmental needs for children from the time of conception through the early years and all the way through the time of childhood and youth.
11. HEALTHY ECO-SYSTEM AND A SUSTAINABLE RELATIONSHIP BETWEEN HUMAN BEINGS AND THE NATURAL WORLD -the natural world is held precious and honoured as sacred by the people. It is understood that human beings live within nature as fish live in water.
© 2006, Four Worlds International
12. CRITICAL LEARNING OPPORTUNITES -consistent and systematic opportunities for continuous learning and improvement in all aspects of life!
13. ADEQUATE HUMAN SERVICES AND SOCIAL SAFETY NET -programs and processes to promote, support, and enhance human healing and social development, as well as to protect and enable the most vulnerable to lead lives of dignity and to achieve adequate levels of well-being.
14. MEANINGFUL WORK AND SERVICE TO OTHERS -opportunities for all to contribute meaningfully to the well-being and progress of their families, communities, nations, as well as, to the global human family.
© 2006, Four Worlds International
Principle #6:
AuthenticDevelopment is
Culturally Based
Healing and development must be rooted in the wisdom,knowledge and living processes of the culture of thepeople.
Principle #7
Interconnectedness
Everything is connected to everything else. Therfore, any aspectof our healing and development is related to all the others(personal, social, cultural, political, economic, etc.). When wework on any one part, the whole circle is affected.
© Copyright 2006, Four Worlds International
Principle #8
No Unity, NoDevelopment
Unity means oneness. Without unity, the common oneness thatmakes (seemingly) separate human beings into ‘community’ isimpossible. Disunity is the primary disease of community.
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The New Management Virtues As Foundations for Management Practices
UNITY
TRUSTWORTHINESS
SERVICE AND HUMILITY
RESPECT AND DIGNITY
JUSTICE
© Copyright 2006, Four Worlds International
The New Management Virtues as Foundations for Management Practices
New Management Virtue Management Concepts Behavioral Outcomes
Trustworthiness Stewardship/Management accountability
Managers assume honestyCustomers, employees expect integrity and no scandals or misuse of fundsToward Ethical Behavior
Unity Creating shared visionCommitmentReciprocity
Unanimity in important decisionsCustomers satisfactionROI as only one performance measureManager controller to coach Consulting when management really listens, respect for authority
© Copyright 2006, Four Worlds International
New Management Virtue Management Concepts Behavioral Outcomes
Respect and Dignity EmpowermentConsensus decisionsCommitment leadership
Job enrichmentSociotechnical systemsGroup-centered problem solvingSelf Managed teamsManager as mentor, coachUtilization of discretionary effort
Justice Profit SharingEqual Opportunity
Employee ownership, bonusRemoval of barriers to equal opportunity
© Copyright 2006, Four Worlds International
New Management Virtue Management Concepts Behavioral Outcomes
Service and Humility Community orientationQuality movementSharing power; developing talented subordinates
Quality: communities view, systematic approach to understanding, satisfying internal, external communityContinuous improvementZero defect goalService mentality: learning to be a servant
© Copyright 2006, Four Worlds International
Factors that May Influence Respect and Dignity in Organizations
Builds Respect and Dignity Blocks Respect and Dignity
Within My Control
1. I allow people to make their own decisions and to have the freedom to fail.
2. I try to show appreciation for work well done.
1. I have been accused of being insensitive at times and not noticing what demotivates my employees.
2. When I am pushed against a deadline, I push others too hard, too.
© Copyright 2006, Four Worlds International
Factors That May Influence Respect and Dignity in Organizations
Builds Respect and Dignity Blocks Respect and Dignity
Outside My Control
1. The organization has a good incentive program.
2. People are expected to succeed and are treated with a positive sense of optimism.
1. Sometimes top management gets stuck in its own ideas and forgets the impact of the rest of the company.
2. People in a few departments complain that their ideas are stolen by management and not given due credit.
© Copyright 2006, Four Worlds International
What Factors Influence Respect and Dignity in My Organization?
Builds Respect and Dignity Blocks Respect and Dignity
Within My Control
Outside My Control
© Copyright 2006, Four Worlds International
Factors That May Influence Justice in OrganizationsBuilds Justice Blocks Justice
Within My Control
1. When there were some cutbacks, we discussed options as a group and came to a decision.
2. If there is a conflict, I try to listen to both sides before making any decisions.
1. I have been known to spend more on myself than others get for nice furniture and travel.
2. Last year I discontinued some privileges of a few people, who called it unfair.
Outside My Control
1. Insiders are given preference for openings
2. Most people feel they have a voice to air grievances.
1. Outsiders get higher salaries if they are brought in for a position
2. We had cutbacks recently when our top management got hefty bonuses.
© Copyright 2006, Four Worlds International
What Factors Influence Justice in My Organization?
Builds Justice Blocks Justice
Within My Control
Outside My Control
© Copyright 2006, Four Worlds International
Factors That May Influence Unity in OrganizationsBuilds Unity Blocks Unity
Within My Control
1. My unit has a reasonably good shared vision
2. We try to use consensus for most decisions in my unit.
3. There is a minimum of subgrouping in my unit.
4. I discourage backbiting.
1. Sometimes I am impatient and don’t search out all views in meetings.
2. When I am too attached to an idea, I have a hard time listening to others.
Outside My Control
1. Strong company spirit exists.
2. Frequent social events are planned and attended.
1. There are too many cliques in our organization.
2. Too much political maneuvering takes place.
© Copyright 2006, Four Worlds International
What Factors Influence Unity in My Organization?
Builds Unity Blocks Unity
Within My Control
Outside My Control
Principle #9:
No Participation,No Development
Participation is the active engagement of the minds,hearts and energy of the people in the process of theirown healing and development.
FOUR WORLDS PRINCIPLES FOR CONSULTATION
Purpose• Create team commitment, trust among diverse participants• Identify opportunities and solve problems• Determine the best course of action
Ten Principles for Success
1. Respect each participant and appreciate each other’s diversity. This is the prime requisite for consultation.
2. Value and consider all contributions. Belittle none. Withhold evaluation until sufficient information has been gathered.*
3. Contribute and express opinions with complete freedom.
4. Carefully consider the views of others --- if a valid point of view has been offered, accept it as your own.
5. Keep to the mission at hand. Extraneous conversation may be important to team building, but it is not consultation, which is solution driven.
© 2006, Four Worlds International
FOUR WORLDS PRINCIPLES FOR CONSULTATION
Ten Principles for Success (cont’d)
6. Share in the group’s unified purpose --- desire for success of the mission.
7. Expect the truth to emerge from the clash of differing opinions. Optimum solutions emerge from diversity of opinion.
8. Once stated, let go of opinions. Don’t try to ‘‘defend’’ your position, but rather let it go. Ownership causes disharmony among the team and almost always gets in the way of finding the truth.
9. Contribute to maintaining a friendly atmosphere by speaking with courtesy, dignity, care, and moderation. This will promote unity and openness.
10. Seek consensus. But if consensus is impossible, let the majority rule. Remember, though, that decisions, once made, become the decision of every participant. After the group has decided, dissenting opinions are destructive to the success of the mission. When decisions are undertaken with total group support, wrong decisions can be more fully observed and corrected.
© 2006, Four Worlds International
Principle #10:
The hurt of one isthe hurt of all; the
honour of one is thehonour of all.
The basic fact of our oneness as a human familymeans that development for some at the expense ofwell-being for others is not acceptable or sustainable.
Principle #11:
Spirit
Human beings are both material and spiritual in nature.It is therefore inconceivable that human communitycould become whole and sustainable without bringingour lives into balance with the requirements of ourspiritual nature.
© Copyright 2006, Four Worlds International
Who does not trust Who does not trust enough will not be enough will not be
trusted.trusted.-Lao Tsu
Is It Spiritual?
Programs, HR Policies, or Behaviors of Managers
Questions to Ask
1. Is it trustworthy? (Is it honest andtransparent?)
2. Does it create unity?3. Does it maintain dignity?4. Are my intentions pure? Am I detached?5. Is it just?6. Is it done in a spirit of service?7. Does it show humility?8. Would I be ashamed if others knew about it?9. Does it demonstrate and develop competence?
10. Would I want to be treated this way? Would the other person(s) want me tobehave this way (Wisdom of Love)?
Situation 1/ProposedBehavior
Situation 2/ProposedBehavior
Situation 3/ProposedBehavior
© 2006, Four Worlds International
Principle #12:
Morals and Ethics
Sustainable human and community developmentrequires a moral foundation. When morals declineand basic ethical principles are violated,development stops.
© Copyright 2006, Four Worlds International
Four Worlds International InstituteFour Worlds International InstituteSuggested Qualities of Principle-Centered LeadersSuggested Qualities of Principle-Centered Leaders
1. Spiritually centered - actively in a relationship with the Creator
2. Morally strong - lives a good moral life, suitable to stand as a role model (particular attention to the issues of addictions, relations with the opposite sex and honesty regarding money should be considered).
3. Believes in the people's capacity to heal and develop, and shows this belief in the way they work with the people.
4. Is engaged in his or her own healing journey and is a relatively healthy person.
5. Has a good mind, and clearly understands the process of healing and development, and the issues the people are facing.
© Copyright 2006, Four Worlds International
Four Worlds International InstituteFour Worlds International InstituteSuggested Qualities of Principle-Centered LeadersSuggested Qualities of Principle-Centered Leaders
6. Listens to the people with respect, love and humility.
7. Has demonstrated devotion to the people's healing and development by hard work and a good attitude over a long time.
8. Shows true respect for the Creator, Mother Earth, and all persons (does not show disrespect for anyone including women, men, youth, the poor, other races, etc.).
9. Can work well with other in a team
10. Strives to work from a position of forgiveness, unity and harmony with everyone.
Principle #13:
Learning
Human beings are learning beings. We begin learning whilewe are still in our mothers wombs, and unless somethinghappens to close off our minds and paralyze our capacities,we keep learning throughout our entire lives. Learning is atthe core of healing and development.
Principle #14:
Sustainability
To sustain something means to enable it to continue for along time. Authentic development does not use up orundermine what it needs to keep on going.
Principle #15:
Move to the Positive
Solving the critical problems in our lives and communitiesis best approached by visualizing and moving into thepositive alternative that we wish to create, and by buildingon the strengths we already have, rather than on givingaway our energy fighting the negative.
© Copyright 2006, Four Worlds International
Love and Spirituality at Individual Level
What Does Love and Spirituality Look Like?Person becomes more honest, fair and dignified, and strives for competence and excellence.
What Helps Develop Love and Spirituality?Desire to become a better person, to strive for higher goals, to serve others.
What Blocks Love and Spirituality?Narcissism; obsession with status; focus on the “seen” acquisition of material goods, status; focus on the “seen” world.
What are Loving and Spiritual Outcomes?Steadfast focus on developing New Management Virtues and serving others.
© Copyright 2006, Four Worlds International
Love and Spirituality at Team Level
What Does Love and Spirituality Look Like?Groups more accepting of diverse styles and members; real listening takes place; members willing to detach from own ideas and agendas and search for “best” solutions.
What Helps Develop Love and Spirituality?Groups welcome new members, practice inquiry skills, seek diversity, encourage frank and loving communication.
What Blocks Love and Spirituality?Power and political games, rigid behavior norms, Groupthink; member value based on status; double standard for high and low status members.
What are Loving and Spiritual Outcomes?Organic unity of members, who nonetheless maintain individuality.
© Copyright 2006, Four Worlds International
Love and Spirituality at Organization Level
What Does Love and Spirituality Look Like?Equitable and fair distribution of resources; removal of most “perks” for management; willingness to see people with individual needs rather than as a human resources; open/fair/respectful communication up-down and down-up.
What Helps Develop Love and Spirituality?Hierarchy is flattened; removal of position-privilege; workers truly empowered; managers are coaches not cops; employees trusted and treated as adults; higher levels do not abuse power or take advantage of authority.
What Blocks Love and Spirituality?Lack of trustworthiness and honesty by managers; higher levels grip and preserve maximum power; managers manipulate to gain goals; organization more concerned with profits than with people.
What Are Loving and Spiritual Outcomes?Capacity development of all members; high energy and commitment levels; sharing and connectedness; a real community.
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Love and Spirituality at Society Level
What Does Love and Spirituality Look Like?Change in institutions of society to reflect extreme reduction of prejudice and privilege; rewards based more on meritocracy; move away from power-based to truth-seeking institutions.
What Helps Develop Love and Spirituality?True justice in legal system; equal access to education; acceptance of various cultural and ethnic groups; lack of oppressive policies toward any ethnic or class groups or women.
What Blocks Love and Spirituality?Legal and political power tightly held in the hands of a corrupt elite; repression and abuse of lower classes and certain other groups; dishonesty and corruption seen as necessities for survival.
What Are Loving and Spiritual Outcomes?Development of potential of all groups of society; unity of various regions and groups; organic wholeness of society.
Principle #16:
Be the changeYou Want to See
The most powerful strategies for change alwaysinvolve positive role modeling and the creation ofliving examples of the solutions we are proposing.By walking the path, we make the path visible.
The Reunion of the Condor and Eagle
About This Initiative
Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa
About This InitiativeAbout This Initiative
The Reunion of the Condor and Eagle initiative combines not-for-profit development work with for-profit business and investment ventures. The core concept is that these two branches of the initiative must work together like the wings of a condor or eagle; each part is neccesary and makes a vital contribution to the progress of the bird in flight. These two brances of the work will be carried out jointly by the Four Worlds International Institute for Human and Community Development (our non-profit arm) and Four Directions International (our for-profit arm), along with other interested organizations, institutions and Governments across the Americas and around the world who choose to be part of the agreement.
© 2006, Four Worlds International
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About This Initiative (cont’d)About This Initiative (cont’d)
The core strategy of our initiative is sustained at the centre of the Reunion of the Condor and Eagle with the Boa and Jaguar Initiative, by the vision, life preserving, life enhancing values and guidelines for action described in our sixteen (16) principles for building a sustainable world, and on the strong cultural foundation of the Indigenous communities with which we work. These principles emerged out of an intensive formal consultation and participatory research development process with hundreds of Indigenous elders, communities and development practitioners across Canada and internationally over the past eighteen years.
© 2006, Four Worlds International
Reunion of the Condor and Eagle with the Jaguar and BoaReunion of the Condor and Eagle with the Jaguar and Boa
About This Initiative (cont’d)About This Initiative (cont’d)
Our intention is to promote sustainable human prosperity and well-being for Indigenous people. Widespread research has shown that building up people’s health, human capacity and social capital (trust, cohesion, cooperation) also greatly enhances that peoples’ general capacity for sustaining profit making ventures. Conversely, a significant portion of the wisely and fairly distributed returns on successful business ventures need to be re-invested in human and community development initiatives if Indigenous communities around the world are to emerge from the cycle of depravation and dependency that has affected them for so long.
© 2006, Four Worlds International
LINES OF ACTION
Based on this consultation and development process, there
are four key lines of action that we believe must be woven together
to create a sustainable development strategy for the Indigenous
peoples of the Americas.
1) Prosperity Development
2) Capacity Building
3) Governance and Civil Society Development
4) Building Appropriate Partnerhships and Networks
© 2006, Four Worlds International
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SustainableVision, Valuesand Principles
Prosperity Development
(Micro and Macro)
Governance and Civil Society Development
Building Appropriate Partnerships and Networks
Capacity Building Involving Healing,
Human and Community
Development, Education & Training
This four part strategy can be displayed using a medicine wheel as follows:
© Copyright 2006, Four Worlds International
1) Prosperity Development -Involves both micro-
economic projects (including access to credit, capacity building and
technical support, particularly related to small business
developments) and medium to larger enterprises (requiring
investment monies, capacity building of Indigenous business
organizations and technical assistance, particlarly related to product
development, legal and financial support and marketing.)
© 2006, Four Worlds International
2) Capacity Building- Relating to basic processes of
human and community develpment; healing from trauma (when
required); and, both formal and non-formal education and training
initially tied to learning requirements for development and business
projects on the immediate horizon.
© 2006, Four Worlds International
3) Governance and Civil Society Development-This sector entails building the capacity of local community and
regional organizations and groups to contribute constructively to the
common good. As well, it involves developing the capacity of
Indigenous organizations and Indigenous leadership to work
effectively with their own communities and with the wider world.
© 2006, Four Worlds International
4) Building Appropriate Partnerships and
Networks- This work includes connecting Indigenous
organizations and communities with viable partners (both from
across the Indigenous world and from the wider society); partners
that bring a value-added contribution to Indigenous development and
business initiatives. It also involves strengthening and mutually
reinforcing Indigenous networks, so that the collective strengths of
Indigenous people across the Americas can be brought to bear on
specific international, national, regional and local development
initiatives.
© 2006, Four Worlds International
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Process ObjectivesParticipatory
Planning
Listening and Visioning
Capacity Building
Building The Systems and Mechanisms for
People-Centered Development
The process we have already begun involves four (4) phases:
© Copyright 2006, Four Worlds International
PROCESS OBJECTIVES
What we have just discussed describes the outcome objectives of our
strategy, which tells us what we want to acheive. What follows
describes the processes, i.e. how we plan to work to acheive these
outcomes.
I. Listening and Visioning
II. Participatory Planning
III. Capacity Building
IV. Building the Systems and Mechanisms for People-Centered Development
© 2006, Four Worlds International
I. Listening and VisioningI. Listening and VisioningThis phase involves relationship building,
recovering cultural resources and local knowledge, establishing a values foundation, listening to and documenting the people ’s story and setting sustainable goals.
© 2006, Four Worlds International
II. Participatory PlanningII. Participatory PlanningThis phase involves engaging the heart and
minds of indigenous people who are to benefit from our initiatives in mapping the real situation and in defining and planning strategic lines of action.
© 2006, Four Worlds International
III. Capacity BuildingIII. Capacity BuildingAs a process, this aspect involves non-formal
training, as well as formal (accredited) courses and programs; both which will eventually be offered by the Four Worlds College of Human and Community Development of Mexico along with other related educational institutions of Mexico who would like to participate, as well as, technical support, coaching and mentoring for specific business and development ventures.
© 2006, Four Worlds International
IV. System BuildingIV. System BuildingThis aspect involves building sustainable
processes and practical mechanisms that actually promote human and community development, at every level of society for all people (children, youth, adult women, men and elders) and in all sectors of life (economic, environmental, social well-being, governance and administration, cultural recovery and development, etc.)
© 2006, Four Worlds International
Building The Systems and Building The Systems and Mechanisms for PeopleMechanisms for People--Centered Centered
DevelopmentDevelopmentAll four phases will be repeated many times as the
initative unfolds. Each time it is, the dynamics of actions, informed by reflection, and leading in turn to refined action animates the work. In a certain sense, we are re-making the path by walking it and re-mapping the territory as we go. Yet, the innovative dimensions of this work are also guided and inspired by principles and perspectives that are rooted in thousands of years of Indigenous life and tradition.
© 2006, Four Worlds International
NEITHER RED TAPE NEITHER RED TAPE NOR INDIGNITIES NOR INDIGNITIES CAN HINDER THE CAN HINDER THE DIVINE PROCESS!DIVINE PROCESS!
© 2006, Four Worlds International www.fwii.net
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