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The basis for a broadened scanning framework is described, which may also function as a means for understanding how human minds filter their perceptions of the world. The framework is based on the Four‐Quadrant Integral model of Ken Wilber and the Spiral Dynamics model of Don Beck and Chris Cowan. An analytical tool (cross‐level analysis) is presented for examining views of the world in terms of both the perceptual filters of the viewer and the aspect of the world being viewed, a technique which is also useful for analysing how other scanners do their scanning. A notation for cross‐level analysis is presented and described, with examples of its use.

This analysis examines the influence of varying levels of consciousness on the problem solving effectiveness of chief executive officers (CEOs). Specifically, it applies the original work of Ken Wilber, considered one of the most important theorists in the field of consciousness studies of our time, to executive leadership. The paper proposes that as CEOs move to higher levels of consciousness, their problem solving capabilities become more effective for their situational contexts. The argument set forth is that CEOs at higher levels of consciousness will be more effective problem solvers for their organizations and experience greater levels of self‐fulfillment than CEOs operating at lower levels on the Spectrum of Consciousness.

This paper aims to document how leaders with a highly‐developed meaning‐making system design and engage in sustainability initiatives.

In total, 32 leaders and change agents were assessed for their meaning‐making system, or action logic, using a variation of the Washington University Sentence Completion Test; 13 were identified as holding the three rarest and most complex action logics able to be measured. Semi‐structured, in‐depth interviews explored their behavior and actions as related to complex change initiatives.

These leaders appear to: design from a deep inner foundation, including grounding their work in transpersonal meaning; access non‐rational ways of knowing, and use systems, complexity, and integral theories; and adaptively manage through “dialogue” with the system, three distinct roles, and developmental practices. Fifteen leadership competencies and developmental stage distinctions for three dimensions of leadership were identified.

The sample size leads to the findings being propositions that require further validation before broader generalization.

The results provide the most granular view to date of how individuals with highly complex meaning‐making may think and behave with respect to complex change, offering potential insight into the future of leadership.

The study explores how to cultivate leadership with the capacity to address complex social, economic, and environmental challenges.

The paper documents 15 competencies that are largely new to the leadership literature, and that reflect the actions of leaders operating with highly sophisticated meaning‐making systems.

It is becoming more generally accepted that there is a need to develop a new kind of leader to meet the needs of our 21st century VUCA world. The bookcases are full of volumes that describe “what” great leaders should do, but “how” to develop such leaders is usually limited to a macro or systemic solution rather than focusing on granular behavioural change of the individual. This paper describes the qualities and characteristics of Transpersonal Leaders, then focuses on developing these leaders through a new coaching process and finally explains how experienced coaches can be trained to coach these leaders.

Our research over the last 20 years of working with leaders individually and in teams has focused on this issue. We have been developing “21st century ready” leaders, referred to as Transpersonal Leaders, for over 10 years in teams, but only recently have we been developing such leaders through a new coaching process. We have also developed a methodology that codifies the development of Transpersonal Leaders which, in turn, allows us to replicate the programme by training other professionals, potentially in large numbers.

Graduates of the Transpersonal Coach Training Programme say that it has been a transformational personal experience, enabling them to take their leader clients to a new level. Leaders who have been coached say the programme has equipped them to learn a practical approach to becoming an authentic, ethical, caring and more effective leader.

This is a unique approach to coaching leaders but based on proven learning principles.

This paper aims to define a capability-based sustained/total human development, after reviewing both the concept of “Surplus in Man” as the source for achieving the Vedântic ideal of transcendence, and the capability approach to human development.

The capability-based sustained/total human development has been defined by integrating the Vedântic concept of “Surplus in Man” and the deontological theories of morality into the basic approach to capability-based human development.

An answer to the question: “How to apply a holistic approach to our daily life?” is outlined.

An example is provided on the role of yoga and meditation as the key initial bridging forces between the Western and Eastern concept of mental health. Also, the recent trend in a morally demanding lifestyle of a section of people in the Western societies for moving towards a galloping spiritual pluralism has been exemplified.

Role of responsibility of an individual human being along with his or her right has explicitly been emphasized in the approach to capability-based sustained/total human development.

The purpose of this paper is to present the second of two articles about substance abuse and the discussion of acceptance as a two‐pronged description of human thinking, with the primary care physician the intended audience.

The paper is about the presumption of acceptance as an enabler of the learned addiction‐oriented life style.

According to the World Health Organization (WHO)'s Global Status Report, there are about 2 billion people consuming alcoholic beverages worldwide, with about 76.3 million diagnosed as having alcohol use disorders.

The approach in the article differs from that taken in the discussion of relapse, where substance abuse is presented as a subset of addictive‐oriented thinking with respect to a defined group of persons. Here, there are two parallel tracks, with neither limited to any definable subgroup of a population. The first is a continuation of the focus on substance abuse as a subset of addictive‐oriented thinking. The second, however, has addictive‐oriented thinking as the superset of the learned addiction‐oriented life style.

The potential pool of need in the paper is the 2 billion people as the superset of addiction‐oriented living, on this view of relapse and acceptance as the “why” of substance abuse, as a subset of addictive‐oriented thinking.

While the paper is in line with the WHO's position that substance abuse is the most serious health problem globally, the advocated approach to the resolution of addiction is the efficiency of the relationship between the primary care physician and the patient.

The main purpose of this paper is to introduce futures researchers to simple and practical ways they can employ intuitive intelligence to enhance their research.

The author outlines five specific intuitive tools which have been developed and are used regularly. The incorporation of these tools into the research process potentially makes research more efficient, meaningful and exciting. This paper contains a strong anecdotal component, to exemplify the processes. There is also a theoretical aspect. The author expands the mundane definition of intuition, and use it in the classical sense, where it incorporates the idea of the extended mind. This is referred to as “integrated intelligence”. While this definition places it beyond generally accepted definitions of intuition found in modern psychology, it has a long tradition in the history of art, literature and science right through to the modern era. It is also consistent with recent experimental scientific evidence. Further, it fits well into recent developments in critical and post‐conventional futures studies, where “other ways of knowing” are being increasingly legitimatised.

Intuitive intelligence can be used by futurists to make research more fluid, efficient and exciting

The theory of integrated intelligence is a new theory and has not been tested. It lies beyond conventional approaches to research in the West

This is a highly original and innovative approach which enhances research.

There are several stage‐based models of organisational development (OD) that provide a systematic overview of the developmental potential of organisations. This paper compares four such models – Ken Wilber's integral theory, the spiral dynamics model of Don Beck and Chris Cowan, Richard Barrett's corporate transformation model, and William Torbert's action inquiry model – with the aim of presenting an integrated account of the stages of OD.

Integral theory is used as the basis for considering the theoretical scope of these other models of OD. The integral framework is specifically designed to recognise the valid insights of other models of organisational change and, as such, is well suited for situating those insights in a comprehensive and coherent approach for mapping the developmental paths of organisations. The models considered represent some of the more innovative OD approaches.

From the comparative analysis an integral model for OD is described. The description includes a new definition of OD which is based on integral theory's core developmental principles.

The proposed framework provides a means for assessing the scope and specificity of other approaches to OD. It also provides criteria for distinguishing between those approaches that are concerned with incremental or continuous change and those that focus on transformative development.

The comparative analysis and resulting framework will assist practitioners and consultants in the OD field in developing a better understanding of the relationships between various stage‐based approaches to OD.

This paper provides a comprehensive framework that can assist in comparing and situating the many approaches to OD that are currently available.

The paper aims to present a systematic conceptual analysis of the problem of organizational goal and to reduce the insights into it provided by the main conceptions taken in their development from one to another, to break out of the ruling paradigm and outline a new solution.

The study has been carried out from the historical and critical perspective.

The paper discovers the logic of the evolution the approaches to organizational goals have undergone and portrays it in a matrix form in the heart of which is the “zigzag effect”: each posterior stage returns to the essential elements rejected by those preceding it, and the last stage, being diametrically opposite to the first, is, at that, as well as the latter, akin to the intermediate stages. The opportunities afforded by the current paradigm have been exhausted and it seems to run to an impasse. Instead, the author suggests a new frame of orientation: organizational goals are closely interknit with personal, but not reducible to them and bear fundamentally transpersonal character, while the mechanism of involving the preferences of individuals and groups in goal-setting is based on the self-contained interests of the organization they pertain to.

The findings, conclusions and generalizations obtained can serve for a necessary ground to researchers getting deeper into the essence of what bonds organizational life and activity.

The material empowers practitioners to comprehend the difficulties of framing cohesive goal and find efficient ways to overcome them. It is of value also to the teachers seeking to present a more exact and elaborate view of teleological foundations of management and organization theory.

Both the conceptual analysis of the evolution of the approaches to organizational goals and the author’s exposition of its logic and vision of their nature are provided for the first time.

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.