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Whatever else, Organization Development and Change (henceforth, ODC) is preeminently an integrative area of concentration. Thus, ODC encompasses a broad range of arts and sciences; it blends values, as well as empirical research and theory in applications; and those applications in diverse settings include the cross‐national and the cross‐cultural.

The paper offers an example of an approach to translating integral concepts into language that is accessible to executive leaders in business without resorting to introducing the complexity of integral theory and models.

The phase of intervention is data gathering prior to feedback of data, action planning or change interventions. The model is presented along with examples of its implementation. The methodology and implementation follows principles derived from organization development and change methodologies.

Time availability for “educational interventions”, particularly in the initial phases of an intervention with executives is usually very limited. Having an approach that is integrally informed supports the gathering and organization of quality data from interviews and lays the foundation for individual and team coaching interventions that may include introduction of integral models and concepts to support executive leadership. The approach clarifies for the individual and the executive team their views of the requisite priorities, skills and processes for effectiveness within the team and in relation to stakeholders.

The paper is suggestive of a more comprehensive approach to research on leadership and its development in organizations.

Since contracting for change is a critical element in successful interventions, an integral approach fosters more effective contracting due to the thoroughness of data identified.

Presents an application of integral theory that is unique and that has been tested in organization change interventions at the executive level.

This article reveals the mutability of charisma by tracing changes in the conceptualization of charisma throughout the history of leadership research. Religious, societal, and organizational phases in the conceptualization of charisma are identified. The mutability of charisma has extended charismatic leadership theory from the domain of theology to multiple facets of the organizational sciences. Shifting conceptualizations of charisma that emphasize different elements have facilitated the study of leader traits, leader behaviors, situational contingencies, leader and organizational communications, and organizational cultures. These pluralistic conceptualizations of leadership and charisma have broadened our understanding of charismatic leadership. Yet, we must acknowledge that the breadth of knowledge we have gained has been at the expense of a more profound understanding of any one particular conceptualization of charisma.

The purpose of this paper is to examine the need for integration of Wilber's all levels, all quadrants (AQAL) approach into the strategy of a corporation. Organizations have incorporated elements of his theory at various levels, but none has fully incorporated all four quadrants. We explore how each quadrant can be used in strategic change to aid organizations in their quest for sustainable competitive advantage.

Using Wilber's AQAL approach, we present suggestions on how corporations can use each quadrant in strategic change efforts.

Several strategic planning methods which try to be all‐inclusive are discussed. Several companies are also discussed that have incorporated progressive approaches throughout the organization. However, no example yet exists of a company that has used a full integrally‐informed approach to strategic change and transformation.

The authors seek to present an example of how each quadrant can be used in strategic change to aid organizations in their quest for sustainable competitive advantage.

Over the past two decades there has been a growing recognition of the need to develop integrative approaches to understanding and explaining organisational change. One of the barriers to achieving this has been the lack of an integrative theoretical framework that can cope with the multiple demands of researching and explaining organisational change across diverse domains. To meet this challenge a holonomic framework for the study of organisational change is proposed. The purpose of the paper is to demonstrate the suitability of the holon construct as the basis for a multilevel and multi‐paradigm framework for the study of organisational change.

Arthur Koestler's holon construct and the developmental principles of Ken Wilber's AQAL framework are used as foundations for developing the framework. To this end theory building techniques are used to describe how the holon construct can accommodate the essential explanatory characteristics of ten paradigms commonly used in organisational studies.

The holonomic framework described here possesses significant integrative capacity by demonstrating its ability to incorporate multiple concepts from a diversity of organisational fields.

It has the potential to contribute significantly to the integrative investigation of change across many levels and domains of organisational activity.

The growing interest in developing and applying “integral” approaches to organisations has been accompanied by a corresponding increase in different ways of interpreting this term. This article aims to present a set of criteria to help in defining the varieties of integral approaches to the study of organisations.

These criteria are derived from Ken Wilber's integral framework. The constitutive elements of Wilber's multi‐paradigm framework are used to develop a typology that honours the many forms that integral approaches can take.

It is proposed that the key criteria for assessing integral approaches to organisational life are: the structural focus, the engagement with process, and the emphasis on spirituality or essential purpose. Four type categories result from applying the structural criteria. These range from a general type that utilises broadly holistic concepts through to type which employs the detailed application of developmental quadrant and level concepts that formally define the integral approach as conceived by Ken Wilber. The engagement and spirituality criteria are additional enriching criteria that establish the integrity of the methods and purposes used in truly integral approaches.

The proposed typology will help in understanding how different authors, researchers and practitioners represent and apply the term “integral” within organisational contexts.

Many authors have called for a more humane and effective type of leadership. This article seeks to propose a research program on the content and process of integral leadership. This type of leadership has been exemplified by leaders known for their ethical and spiritual maturity, such as Nelson Mandela, the Dalai Lama, Mother Teresa, Eleanor Roosevelt, Martin Luther King, Mohandas Gandhi and Rachel Carson, among others, and by many men and women who have not achieved fame.

As this research requires a multi‐disciplinary, multi‐level and developmental approach, Ken Wilber's integral model is described and used as a frame for the research program, going beyond the limitations of current leadership inquiry.

After having presented both the critics offered on leadership research and the tenets of the integral model, the article proposes a research program articulated by the analysis of individual cases of this leadership pattern and the collective analysis of these cases. Further, it adopts a micro, meso and macro perspective through the use of three methodologies: interpretative biography, institutional analysis and historical inquiry.

This research program contributes to a developmental theory of leadership. Researchers will find in this paper an innovative and sounded research program which can generate results on both the practice and development of a type of leadership we badly need.

To reframe analysis of the open source software (OSS) phenomenon from an AQAL perspective

The approach is a review of current research thinking and application of the AQAL framework to suggest resolution of polarizations.

The authors find that AQAL is valuable as an integrating framework allowing a more holistic understanding of the complex economic, social and cultural characteristics of open source communities.

The original value of this paper is to link, within the AQAL framework, current parallel streams of OSS research, the traditional economic and the social and anthropological, by introducing considerations of psychological contract and intrinsic motivation.

When you make effective use of a personal computer, that use is likely to change over time in ways that may not be apparent. A look back as little as six months or a year earlier may reveal some surprises. Those surprises may tell you something about your own priorities, conscious or unconscious. The author introduces his new column environment and what those changes may mean. He also discusses the column itself, and why Common Sense Personal Computing is no more. The author also discusses some changes in the periodical literature of personal computing, introducing a major new magazine. Finally, the author begins an ongoing discussion of items from the periodical literature with some of the hot topics from June‐August 1988.