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Building Resilience – Lessons for Coping with Anxiety

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Health & Wellness
Building Resilience – Lessons for Coping with Anxiety

This post is written by guest blogger Samar Habib. It is the companion to an interview on the Voice America show, Innovating Leadership, Co-creating Our Future with Jon Wortman focusing on How the Brain Impacts Leadership Resilience. I am posting this blog because of the anxiety many people are facing with the combination of economic uncertainty, political uncertainty and geopolitical uncertainty to name a few. There are many different approaches to work with anxiety. An element that helps us navigate the anxiety and build our resilience is understanding how our brains and body respond to stress so we can counterbalance our physiology.

I’m on the balcony playing with pegs. Not quite two years old. Out of nowhere a bomb drops from the sky and explodes nearby. It’s a huge shock to my little heart. I scream. My sympathetic nervous system injects me with adrenaline and cortisol, propelling me like a rocket into my father’s arms.

I grow up in a war zone. Living in war is like being in a relationship with an emotionally volatile person. You spend years walking on eggshells, not knowing when they’re going to blow up next.

I’ve experienced both. Growing up in war and being in a relationship with a volatile person. Gradually, and without my awareness, I lose my sense of safety. Even long after I leave the war zone and that relationship ends, my anxiety remains. Just like a piece of toilet paper that gets stuck to your shoe long after you’ve left the restroom, anxiety follows me around.

And even though the world shows me everyday that it is a gentle and safe place that’s full of love, my body still expects everything to go to hell without warning.

When I look back on my life I can see how this stuck-fear turns me into a tiny Anxiety Mouse. As an Anxiety Mouse I’m afraid to leave a job that doesn’t utilize my full potential because I don’t know what will happen if I do. As an Anxiety Mouse, I’m afraid to ask the woman I like if she’s interested too, because I fear the sting of ridicule or rejection. As an Anxiety Mouse I abort many potential friendships because I don’t trust people’s intentions. And so when I finally become aware of how my fear oppresses me, or how I oppress myself with my fear, I set out to transform it. And in coping with anxiety, these are the lessons I learn.

Love Anxiety Mouse (with all your heart)

It takes me many years to even realize that I am afraid. Scientists say that when your body is used to being in a state of alert for so long, you stop noticing that it is on edge; it becomes your new normal.

In Life Unlocked, Srinivassan Pillay writes that certain brain regions involved in fear can be active without our conscious awareness. We can be afraid and just not know it. I first notice my subliminal fear in the backseat of a coworker’s car. I’m in my mid 30s. She’s very nice and invites me to spend time with her and a friend. But for some reason my chest constricts and I want nothing more than to get out of there. Instead of berating myself for this social failure, I turn toward my fear with curiosity and unconditional self-love.

When I get home, I do a meditation prescribed for people coping with axniety by Christopher Hansard in his book The Tibetan Art of Living. I lie on my back and close my eyes. I imagine that my breath is flowing in and out of my navel. And with every breath I feel warmer and more energized. I place my attention on my heart and I feel the anxious glow that emanates from it. It’s an icy cold, electric heat. I then imagine a miniature me lying in the center of my heart, just as Hansard instructs. She is perfectly safe and perfectly at peace. Nothing can harm her. And I sit with this perfect peace, together with my fear, for some time.

I learn from Hansard’s book that this peace is actually my inner wisdom and it is always there, accessible in the space between moments. For the ancient Tibetans, he tells me, this inner wisdom is the healer of the body and mind. In knowing how to contact this inner horizon, as he calls it, lies our ultimate healing. I now direct the image of my safe-self out of my heart and into the world. I color it with a bright, powerful light and allow it to radiate like a white sun. I let its rays permeate every aspect of my life.

Rest and let yourself receive the good feelings that come to you from doing this, Hansard writes. And I do.

I have just communicated with my sympathetic nervous system with guided imagery. I’ve brought the fear response under my sway. When I am not meditating I blast Anxiety Mouse with light and love every chance I get. Every time I notice her. Remembering the not-yet-two-year-old girl on that balcony, who was terrorized within an inch of her life, I wrap my now strong arms around the afraid parts of me and love the hell out of them. Wherever the fear is nesting in my body, I direct love with all my heart at it. Ultimately, it’s not our technology or our medicine but our love that heals. That’s what neurosurgeon James Doty writes in his book Into the Magic Shop, and that’s a neurosurgeon talking!

How to Send Love To Your Pain 

In the past I thought these ancient visualization techniques were archaic wishful thinking, now I realize they are truly medicine.

Feel the Fear and Do It Anyway

I’m sitting in the back seat of a taxi. Next to me sits the object of my affection. I’d really like to ask her out for dinner but I just can’t. I’m so tense, if I was a guitar string I would snap. I’ve already read a dozen books on body language and nonverbal communication and I can tell I’m giving her all the wrong signals. You’re supposed to lightly touch your love interests here and there: on the arm, a little slap on the knee, maybe even a light touch on the small of the back if you’re ushering them through a doorway. If you have hair, flick it. And you’re supposed to make meaningful and non-invasive eye contact when they speak. Ask a lot of questions. Dress to impress. Connect emotionally. Yeah, I get it. All of it. But I just can’t bring myself to put my hand on a woman I’m attracted to.

What if she feels violated? What if I come across as sleazy? What if she’s straight and I misrepresent all gay women as predatory sex fiends for all time?

So you see, I just sit there, awkward and uncomfortable. Stewing in my closed off stance, my body turned away from her. She’s talking but I’m so caught up in my own nervousness, I have no idea what she just said. Seconds later she’s out of the taxi. Gone. I just missed my chance. I go home and I’m really tempted to hate myself. What a coward. I keep replaying our time together in my head, looking for clues. Does she like me? It never occurs to me that I could have just asked.

The fastest way to deal with anxiety is to do the thing that scares you. Once you’ve done what you’re afraid of, it can’t scare you anymore. That’s because anxiety is only possible when you think about the future and about what could happen. So feel the fear and do it anyway. This is literally the title of a best selling book by Susan Jeffers. Jeffers teaches me to say I’ll handle it, every time I catch myself worrying about the consequences of doing something. I just keep saying it over and over again, every time Anxiety Mouse rears her fragile little head inside me. If I keep giving all my money away, I’m going to end up homeless myself: that’s fine, I’ll handle it. If I quit this job I’m really not cut out for, I might never be able to find something better: I’ll handle it. What if America turns fascist and they start rounding up immigrants: I’ll handle it. What if I go on vacation and come back to find that my startup doesn’t exist anymore: I’ll handle it. Whatever you fear is going to happen that you’re theoretically worrying about right now, just tell yourself, I’ll handle it. And if the worst case scenario eventuates (it almost never does), Jeffers says in another book, tell yourself I can learn from this. I’ve just blown my last chance with this incredibly amazing woman by not asking her out. I can learn from this. I’ve just blown the entire fuse box fixing the electrics on my motorcycle. I can learn from this.

After I finally overcome my fear of losing money and start investing in the stock market, it crashes! I can learn from this.

I do learn a tonne from that last one, actually. I realize how ridiculous money is; how easily it can be made and lost. My fear of not having enough is transformed into my knowledge that material security is an illusion. It doesn’t make sense to continue being afraid of losing something (material security) that no one can ultimately have, does it?

Put Fear in a Larger Historical Context

My heart rate can go from 60 to 100 BPM instantly for no seemingly good reason. The first time this happens to me, I’m in high school. I see two police officers walking towards me and I feel the fear. I do a mental check of my school uniform. It’s a crazy thought to think that police officers are going to cite you for not having your shirt tucked in, isn’t it? They pass me without incident of course and I’m left wondering what the hell my reaction was all about. The same thing still happens to me sometimes when I see Border Patrol officers in foreign airports. And during the 2014 Ferguson protests I break into a cold sweat when a police helicopter hovers over my house for over an hour. I’ve been in war zones, why should a police helicopter make me feel like it’s coming for me? None of this makes sense to my logical mind. The physiological reactions happen in spite of my logic. In search for self-understanding, I come across the concept of epigenetics. Epigenetics teaches us that we can inherit the traumatic experiences of our predecessors even up to the moment of our conception.

What this means is that what happened during the lives of my parents and their parents lives inside me too. And so it all starts to make sense. My grandparents had to flee their family homes, they and my parents were persecuted. They lived in constant terror, hiding from genocidal militias for decades. Now that context is gone, but thanks to epigenetics my brain is still vigilant against those non-existent threats. I soon realize that Anxiety Mouse wants to make sure I survive in a world that no longer exists. I take a moment to honor the experiences of my parents and their parents before them. I close my eyes and I bless the souls of the living, and the souls of those whom we have lost. My eyes well up with tears as the fear that sits inside me takes on a new meaning. This fear is not an enemy but a precious relic from my family’s history that is asking to be acknowledged and healed.

I imagine that as I am healing my own trauma, I am also healing the trauma of my entire lineage. I feel the spirits of my grandfather, aunts, uncles and cousins who were murdered in the war and to each one of them I acknowledge the pain and terror they must have faced. I take a moment to imagine what they would say to me and I listen for their messages. May you be happy, may you be at peace. Thank you for your sacrifice. I promise to live the life I am given to its fullest potential. I bless the living spirits of my mother and father. My heart radiates tremendous love and the electric ice-cold fear transforms into a tender aching, like the pain of a fresh wound. I feel my heart opening to the unhealed traumas of my predecessors and I ask that they be released now and for all time.

Bert Hellinger, a German psychologist who invented a therapeutic methodology known as Family Constellation Work, claims that we can inherit the traumas of our predecessors and live out similar fates to them if these experiences are not brought to consciousness and resolved. He calls this phenomenon systemic entanglement. We might even harbor a sense of unconscious loyalty to our fallen loved ones and end up steering ourselves toward similar fates in solidarity with them. Ivan Boszormenyi-Nagy, a hungarian psychologist who founded family therapy, refers to this phenomenon as invisible loyalty.

My body, without my conscious awareness, makes me live out the same psychosocial distress as my predecessors. My body is motivated by unconscious love and deep family ties that live in the cells of my body. As I become aware of this dynamic the healing begins and I set out to write a new destiny for my life. One based on optimism and trust.

Take a moment to expand your awareness of that steel-cold existential fear that doesn’t seem to leave you alone. What aspects are based on your direct experience and what aspects could you have inherited?

Take a moment to acknowledge the pains and losses of your loved ones. The ones you know and the ones you don’t. Ask that they be acknowledged and healed. Surrender the pain to the greater love that governs and corrects all things.

Subliminal Fear Lives in the Unconscious Mind

I post on an online forum about a rare motorcycle part I need to repair my bike. The following day, I receive an email from a man named Steve telling me has has the part and to call him on a given number. My first thought isn’t oh, great! My first thought is is this a scam? I put the phone number into Google and sure enough, Steve is calling from a motorcycle salvage yard in Southern California.

Someone else wouldn’t have had that thought. But that kind of thought is my default mode. It’s the first thing I think in most situations. Is there a threat? How can I make sure there isn’t a threat? How can I keep myself safe?

I’ve lived with this way of thinking for so long I barely even notice it, but now that I can see my subliminal fear in action, I can also see how it’s interfering in all aspects of my life. For one thing, I don’t trust my friends. This means I can never rely on them. And because I don’t give people the chance to be there for me, I’ve ended up with a lot of superficial relationships. Unintentionally, I have been isolating myself from others in this way for years.

Another example is that I never trust that things will work out for me, or that I might just get lucky. This means I don’t take risks and it also means that undesirable circumstances in my life are slow to change. I realize that for drastic changes to occur in my life I need to create momentum by taking bold action. But since I’m subliminally afraid all the time, I haven’t dared to quit that stupid job. I recognize that I need to go deep into my unconscious mind to fix this. And I quit that stupid job.

Releasing Stuck Energy

The unconscious mind is that part of ourselves that carries out the bodily functions we don’t have to think about. Things like a beating heart, breathing, digestion and life-saving reflexes. My unconscious mind is the one that’s running my fear factory because it still thinks I need it to survive. I need to find a way to tell it that there is no threat. I need to find a way to tell it all is good. The war (at least for me) is over, if I run out of money I’ll handle it, and there’s really no one out to get me. And if there were, I’ll handle that too. I’m sitting in my bedroom after a long day of reading and writing on my desk. I have no reason to be afraid and yet there is a knot in my stomach. Above that, in the center of my torso and radiating all the way up to my heart, I also feel a stuck energy. I am not thinking anxious thoughts, I am simply observing the sensations we would normally call fear as they manifest in my body. My Sympathetic Nervous System is on alert, it’s ready to respond to threat. Except there is no threat and I know this, but my body doesn’t. How do I tell my body everything is ok?

I soon realize that the sensations of anxiety that I am feeling in my body are located in what Eastern mystics call chakras. Chakras are energy centers in the body. For a long time I thought they were just make belief. But I can definitely feel this excess energy in the places where the second, third and fourth chakras are supposed to be.

In his book Becoming Supernatural Joe Dispenza puts the idea in my head that these energy centers can experience blockages because of past traumatic experiences. Sometimes an energy center can move away from its alignment with the spine.

The idea makes sense because the sensation I feel in what’s supposed to be my second chakra is not in alignment with my spine, it juts out slightly to the left. After his meditation technique, Dispenza says, practitioners notice a realignment of those energy centers with the spine and the energy flows freely again.

I’m willing to have an open mind about this. If these energy centers are real and my unresolved emotional experiences of being threatened are actually stuck in my body, then if I do this meditation, I should be able to feel the difference.

I close my eyes and prepare myself for the breathing exercise he prescribes. I squeeze the muscles of my pelvic floor as well as the muscles of my lower and upper abdomen in tandem with inhaling a deep breath. At the same time, I imagine that I am using my core muscles to move the energy in my lower chakras up my spine, into my brain and all the way out of the top of my head. Once I get to the top of my head, I focus my attention there and hold my breath for a few seconds. As I exhale, I relax my muscles and prepare to repeat the breathing cycle all over again. After several minutes of doing this I return to breathing normally. I focus my awareness on each chakra in turn, beginning with the first one at the base of my spine, making my way up to the 7th, blessing each with love and gratitude as I go. Finally I rest my awareness on an energy center that is supposedly a few inches above my skull. That’s supposed to be the 8th chakra. When I finish blessing each center, I place my awareness on my entire body all at once, which now feels like a massive, pulsating field of energy. I feel bigger and lighter. To my surprise I don’t feel the symptoms of anxiety return for several days. Could it have worked or was it just a coincidence?

Teach Your Body to Trust Again

After I quit my job, I realize that other areas of my life have to change. I sit down at my desk and I make an inventory of all the times I suspected people of ill intentions and turned out to be wrong. I make a second list of all the times I was afraid something bad was going to happen and it didn’t. Looking at the lists I can see the absurdity of some of those thoughts! And I remember just how plausible the scenarios seemed when I imagined them. For example, when one of my clients gave me a mechanical keyboard as a present, I wondered if it was possible for someone to install spyware on your computer through an external keyboard. I even asked a software engineer about it. Why did my mind take this kind and generous gesture from my client and turn it into a possible episode of espionage? And what subtle effects does this have on my ability to connect meaningfully with people?

At its core this is a trust issue. I have to teach my body to trust again.

I pick up Habits of a Happy Brain by Loretta Graziano Breuning. She explains that the feel-good brain chemicals are released when we form trust bonds. Breuning teaches me how I can increase these brain chemicals by offering my trust to others. I don’t have to trust everybody, that’s actually not such a great idea, she writes. Steve from the motorcycle salvage yard could have been a scammer after all!  But even if people go on to break our trust it’s better to assume trust initially. The joy we gain is in the act of offering our trust, not the outcome. We will feel much better for trusting people rather than living with mistrust all the time. In other words: look for people you think you can trust, initiate a situation where you’re offering your trust, and reap the brain chemical reward right there and then, regardless of whether they go on to honor or betray that trust.

Take for example the time a business owner contacts me about working with him on expanding his business. When we meet, some of his comments seem really off-kilter and abrasive to me. I feel immediate alarm bells in the usual energy centers of my body. I decide to feel the fear and offer my trust anyway. I agree to meet with him several more times. After a few encounters though, I can see that my initial assessment is correct. He is rude and abrasive, even if he isn’t aware of it, and I don’t have to spend any more time in his line of fire. I respectfully end our relationship and move on to the next business opportunity. By placing my satisfaction in my trust-offer rather than the outcome, I’m able to confidently end our relationship without feeling hurt or stupid for trusting him in the first place. And I feel good that I felt the fear and did it anyway.

7 Get Curious

Fear is an automated physiological response over which we have no control. But we can consciously maneuver our brain activity away from the automated fear response, toward other regions in the brain. We can do that by getting curious.

When my body initiates a fear response, I

  1. Assess the situation by asking myself am I in immediate danger? The answer is almost always no
  2. Breathe in deeply and direct self-compassion to the areas in my body where I feel the fear
  3. Accept the fear as a sensation completely and utterly, without judgment
  4. Investigate the sponsoring thought behind my fear. And the sponsoring thought is nearly always a fear for my survival (which isn’t being threatened)
  5. Ask myself if there is an action I can take to alleviate my concern and if there is, I take it. I don’t react or overreact, I simply act if needed

Let me give you an example:

I receive an offer to work on a very interesting project. My client and I draw up an agreement and I sign it. I start working but she doesn’t send me the countersigned copy. This triggers my fear response. My mind plays out a number of worst case scenarios. Is this a scam? Why hasn’t she signed the agreement? I notice my heart rate go through the roof and that’s when I decide to get curious about the situation. I ask myself am I in immediate danger? Obviously not, the worst thing that could happen is that I’d work for free for a few weeks. That’s literally the worst thing that can possibly happen in this situation. I accept my absurd thoughts, take a deep breath and send love to the areas in my body where I can feel the sensations of fear. At the same time I ask myself what is it that I am really afraid of?

The answer is nearly always the same for this question: the fear is for my ultimate survival. I’m not afraid of losing out on money owed in wages, the fear is much more primal than that. The fear is of having nowhere to sleep and nothing to eat. This was a reality for many members of my family decades earlier, but it is not the case for me: an able-bodied, legal resident of a country with a thriving economy. What action can I take to turn off the fear response? Send an email asking about the countersigned agreement. I do and moments later my client responds with an apology for having forgotten to return it until now. I add this to my inventory of incidents where I suspect people of having ill intentions and I turn out to be wrong.

What Are You Exactly Afraid Of?

The limbic system is the oldest part of our brain and the most primitive. It doesn’t think, it reacts. The purpose of it is to keep us alive. My fear of not having enough is ultimately a primordial fear of death. But our brains have evolved so much and are now capable of thinking. And with my thinking brain (that’s the prefrontal cortex: the area of the brain behind the forehead), I can entertain philosophical and existential ideas. One idea in particular resonates with me. The Thai buddhist monk, Ajahn Chah, teaches me that I’m going to die eventually. In fact, that’s literally the one thing we can all be sure of. We are all going to die. Eventually. And so I realize that there’s no point of living in fear of the only inevitable and certain thing. I’m not saying let’s all hold hands and run to our deaths, I’m saying that existentially it is a little absurd to live a life in fear of the inevitable.

I decide to do a meditation on fear. I begin with my first memory of fear. That’s my memory on the balcony. After that I remember being afraid of my father’s angry voice and of my teachers as they’re deciding how to punish me. I remember my fear of mean girls at school as a teenager and my fear of asking a woman out as an adult. I remember my fear of police and border patrol officers and even my fear of police helicopters. Then I get to death. And strangely everything goes quiet. I realize that I have no fear of death. Astonished, I ask myself how is it that I can be afraid of a girl making fun of me for liking her and not be afraid to die? In my lack of fear of death I realize that I can be fearless to anything I meet in life. I realize that what I possess is the ultimate bravery of all. I realize that everything I am afraid of is really nothing. I am afraid of nothing. I break into laughter at the misunderstanding that I have been living with all my life.

I Turn My Fear Into A Spiritual Path

To self-identify according to your spiritual rather than material reality is enlightenment. Marianne Williamson, Law of Divine Compensation. I’m sitting in a classroom listening to a Kabbala teacher talk about waking up and feeling uneasy, or thinking negative thoughts for no reason. And he says that whenever his teacher feels those negative emotions he says to himself what a pleasure! It turns out that for the Kabbalists this psychological tension that comes out of nowhere is a sign that you are on the edge of a spiritual breakthrough. A seasoned Kabbalist gets really excited when they get anxious for no reason.And so my first thought is this guy is nuts. But actually he isn’t. It turns out that people who are just about to have a spiritual experience first have an overload of activity in the areas of their brain traditionally associated with fear and negative emotions.

To get to a spiritual experience you first feel a lot of distress. Sorta like the story of Jesus in the desert getting taunted by the devil, and the Buddha by Mara, sorta like that. Both have their spiritual breakthroughs on the other side of their respective freak outs. For this reason I can’t call Anxiety Mouse by that name any more. Sure I still have the physiological symptoms of fear every now and then but my thoughts about those feelings are not the same. Physical sensations are just physical sensations. We assign meanings to them and why should my feeling that we call anxiety be seen as such a bad thing? How do I know it’s bad? How do I know it’s not even awesome? What if it’s like a stargate into another dimension?

Pain Does Not Equal Harm

I am on an exhilarating spiritual path. I’m exploring the influence I can have on my body and my world with my conscious mind. Realizing this, I come to see that anxiety isn’t really anxiety, it’s the perfect opportunity for me to explore what I can and can’t do with my mind to influence my body. Every anxious moment is the perfect opportunity to master the skill of this subtle influence of mind on the body. I know we’re led to believe that we shouldn’t feel this way and if we do then something is wrong, but this feeling is not harmful. I can learn so much from this! And I do. Every day.

The Power To Get Things Done By Maureen Metcalf

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Business
The Power To Get Things Done By Maureen Metcalf

This blog was written by Chris Cooper as a companion to the VoiceAmerica Interview between Chris Cooper and Maureen Metcalf on June 20, 2017 about Chris’ book, The Power To Get Things Done (Whether You Feel Like It Or Not). So why is getting things done so important? Well it is to do with those good intentions that we have, the things we absolutely know we should be doing, for us to be more successful – but we struggle to get them done. It’s the things on your to-do list that you find so tedious and boring, that it’s sometimes almost enough to induce nausea! So, finishing a project, training for a marathon, making those weekly sales calls, preparing for an exam, losing weight or having a difficult conversation with someone. The ability to get the important things done, or not, can lead to business success or business failure. You get the gist! We’ve seen countless people struggle and fail to do the very things that will bring them success – as quite often, they’d sooner be doing something else. Sounds familiar? That is why Chris and clinical psychologist Dr Steven Levinson wrote the book. Well, if you’re one of the vast majority of people who often fail to do the things they know they should do, IT’S NOT YOUR FAULT! The problem is caused mostly by the way the human brain is wired! So, what are some of the takeaways from the book and interview? A common question tends to be ‘aren’t some people really good at getting things done? Yes, there are people out there who are blessed with a built-in unstoppable determination – if they decide something needs to be done, nothing on this earth will stop them. But these people are exceptions. They’re the lucky outliers. They’re not at all like the rest of us. Naturally, the question that follows, is ‘so is there hope for me’? Well the good news is, even if you don’t have built-in unstoppable determination, you can make yourself unstoppable! You only need to make a very small change to make a big difference. You just have to start doing something deliberately that you normally – but incorrectly – expect to happen automatically. You can stop beating yourself up. And you can finally stop giving yourself those pep-talks – they don’t work. All you have to do is learn a simple strategy to turn all your good intentions into action. So, what’s the strategy? It’s deliberately putting yourself in situations that “force” you to do what you know you should do. Who uses this approach and what results do they get? We interviewed many people from the world of business and sport who have used this to achieve amazing success. It appears that build many different ways to get themselves into action in such a way that they cannot wiggle out of it. A great example, is former world champion rower, Mette Bloch, now a successful speaker and author, who always wanted to perform as a stand-up comedian. Instead of waiting for the day she had enough courage to move outside her comfort zone, to pursue her dream, she went ahead and booked a 1,635-seat conference hall, for her first performance. She then paid a non-refundable deposit of c$20,000. By deliberately putting herself in this situation, she now had no choice, which is exactly what she wanted. She used the pain of squandering her own hard-earned money to “force” herself to follow through. Tickets sold out and the night was a big hit. And one person we know, who heads up a marketing company, wanted to lose weight and this is what he did to make sure he did it. He wrote out a check for c$800 to a political party that he really disliked. He then gave the check to a trusted friend with instructions to post the check, unless he had lost at least 9.5 kilograms (so about 21 pounds) by weigh-in at the end of October. He realized that if he didn’t lose the weight, the donation would be made in his company’s name, which would appear on a list of political supporters – for an organization he found totally repulsive How embarrassing would that be! Needless to say, he lost the weight. In the words of Jack Canfield co-author of The Success Principles and the bestselling Chicken Soup for the Soul. ‘This book contains a ton of practical and easy-to-implement techniques and strategies for getting yourself to do whatever needs to be done’ It can be ordered from on-line book sellers such as Amazon.  For more information or to contact Chris Cooper go to www.chriscooper.co.uk About the Author: Chris Cooper is the founder of Chris Cooper Business Elevation and helps organisations, leader’s and teams to elevate their performance through consultancy, facilitation, training, coaching, interviewing and speaking. His Business Elevation Show on Voice America has reached 250 unique episodes. He is co-author of ‘The Power to Get Things Done (Whether You Feel Like It or Not)’ published by Penguin Random House USA and a Fellow of The Professional Speaking Association. Based in Leicestershire, England Chris and his team work on business projects in the UK and globally.

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TBDThriveAbility – What Do We Need to Do to Transform?

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TBDThriveAbility – What Do We Need to Do to Transform?

ThriveAbility book

This guest blog post was written by Robin Lincoln Wood. Dr Wood is a renowned strategist, futurist, communicator and agent of transformation. He has spent 3 decades working at board level with the world’s leading organizations in 35 countries on 4 continents. He is deeply skilled in designing & catalyzing major shifts in large scale systems, & in inspiring & empowering the teams that deliver them. This post is an excerpt of a paper that will be published in the Integral Leadership Review in October 2015.

Earth’s 7.3 billion citizens are currently consuming 1.6 planet’s worth of resources, thereby guaranteeing runaway global warming, climate change and suffering for billions in the next few decades. Such a wicked problem needs a whole new kind of leadership, capable of thinking and acting on a planetary scale while maintaining local viability. New kinds of leadership are emerging in response, capable of working from perspectives that access the highest leverage points in human, social, natural and technical systems, while integrating multiple disciplines, methods and tools for beneficial change and transformation. This post is a primer for the book “A Leader’s Guide to ThriveAbility”, details where we are (a degenerative, exclusive economy); where we need to be (a regenerative inclusive economy); the integral framework undergirding the ThriveAbility Journey, which explains how we get from here to there; and the role and kinds of leadership needed to assure a beneficial transition.

Toward a Regenerative, Inclusive Economy

Imagine a world powered by renewable energy, where all human beings thrive in resilient habitats; where businesses operate in a circular economy that regenerates natural capital, without a particle of waste, and are led by enlightened leaders whose goal is to maximize the ThriveAbility of all their stakeholders; where each individual is empowered to pursue their passion and make a living in service to others; where governance systems are transparent, effective and wise in the ways in which they deliver their services to their communities and populations; and where intercultural appreciation and insight enriches the exchanges between the diverse worldviews and cultures embraced by humankind.

Does that sound like an impossible dream, or pie in the sky? The co-creators of ThriveAbility would point out that every single one of these “pockets of the future” is currently observable in the present, right here and right now, somewhere in the world. It is just that the future is distributed unevenly, and sometimes hard to see when one is up to one’s neck in alligators and trying to drain the swamp.

We can begin by describing in very big picture terms what a desirable future scenario of a thriving human civilization on a thriving planet might look like.

The Six Desiderata of ThriveAbility

Based on the pioneering work being done by hundreds of thought and practice leaders around the world[1], we have framed six desiderata by which we can measure the endpoint of the ThriveAbility Journey toward a regenerative, inclusive economy:

1. A Circular, regenerative economy
a. Natural and man-made materials and ecosystems are regenerated through circular economic processes
b. All impacts are managed proportionately to the carrying capacities of the multiple capitals

2. Long term resource planning for intergenerational equity
a.Technologies, Products, Services and Businesses designed for durability to continue serving future generations
b.Innovations are inspired by natural systems by engineers, designers, entrepreneurs and others working with the grain of nature.

​3. A Transparent and Level global playing field that delivers True Value
a.Apply true accounting principles that measure true costs including externalities, and calculate true returns with full transparency
b.Level the playing field towards renewable and regenerative industries through true taxation and incentives

​4. Strategic Decision-Making to Scale-Up to ThriveAble Sectors
a.Nurture multi-stakeholder collaboration to amplify and scale up positive impacts
b.Investment decisions based on the ThriveAbility Index

​5. Holistic Education to Develop Complex Systems Thinking & Leadership
a.New open business models for education that integrate physical wellbeing, mental depth, emotional maturity and spiritual development.
b.Developmental pathways based on co-working and co-creation between disciplines and sectors that are aspirational and compelling for future generations

6. Governance Systems Aligned to Inclusive Stakeholder Wellbeing
a.Radically inclusive and transparent governance structures that serve the different priorities and needs of different developmental levels
b.Innovative structures for and approaches to interworking between governments, NGO’s, businesses and academia that focus on Stakeholder ThriveAbility.

We believe that starting from this “end of the telescope”, what is required for regenerative, inclusive business becomes obvious fairly quickly to key decision makers and stakeholders. In this sense the ThriveAbility Approach and Index act as a powerful catalyst and producer of the aspirations and the cognitive dissonance required to make transformative changes a reality.

To put it bluntly, we have no choice whether we should move from a degenerative, exclusive economic system to a regenerative, inclusive one that can ensure the thriving of our biosphere and ourselves.

[1] In the course of researching and writing “A Leader’s Guide to ThriveAbility” we met with and/or interviewed 83 global thought leaders, executives and investors shaping the future of business, sustainability and human flourishing during late 2014 and early 2015. Since then we have engaged with a further few hundred such leaders via ThriveAbility live gatherings, ThriveAbility Think Tanks hosted by Convetit, and videoconferencing.

Leadership Maturity – A Key Differentiator

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Leadership Maturity – A Key Differentiator

Today’s post is a collaboration between Beena Sharma and Susanne Cook-Greuter, Co-founders of the Center for Leadership Maturity with Maureen Metcalf. This post is a companion to the VoiceAmerica ‘Innovative Leaders Driving Thriving Organizations‘ Interview between Maureen and Beena on September 22, 2015.

Your level of Leadership Maturity significantly influences your capacity to deal with life and work situations, how you see your role and function in the workplace, how you interact with other people, how you solve problems and how self-aware you are. Leaders develop through various stages of maturity as they grow. Leadership Maturity is about how leaders ‘make meaning’ or sense and interpret experiences at the different stages of development. This is important because the perspectives you use to make sense of the world influences your thoughts and actions. Incorporating the idea of the various stages of your own Maturity is critical to innovating your leadership. The author Jim Collins referred to Level 5 Leadership in his best-selling business book, Good to Great. Level 5 Leadership is an example of later stage leadership maturity described in the innovative leadership framework.

One application of using the stages of maturity model is to appreciate ‘fit for role’ in organizations. For example, at the ‘Specialist’ level, a leader may perform a process task well and be procedural. A later stage leader (at the Relative level) who is more mature, would be better at handling more complex situations, including those situations not generally addressed by the rules, and would be better able to take into account the context of the task and adapt when needed.

Another application of this framework is to create a development plan for leaders that is well suited to the level of development they are at, and what would be next for them in their path to maturity.

It is important to note that all stages of maturity bring their strengths and wisdom to an organization, and an optimum mix of levels makes an organization more effective and successful.

Benefits of using this model of Leadership Maturity include:

1. Guiding leaders in determining their personal development goals and action plans using developmental perspectives Determining optimum fit for individuals and team members in the context of specific roles in a particular organization
2. Identifying high-potential leaders to groom for growth opportunities.
3. Determining individual fit for a specific job or role in the recruitment and succession process.
4. Supporting change agents in understand the perspectives and capacities of others at different stages and tailoring solutions that meet the needs and perspectives of all stakeholders.

Metcalf & Associates uses the Maturity Assessment Profile (MAP) and its conceptual framework, the Leadership Maturity Framework (LMF) in assessing Leadership Maturity. This was researched and validated (with criteria at later stages of development) by Susanne Cook-Greuter as part of her doctoral dissertation at Harvard University. This instrument is the most rigorously developed, Harvard-tested, unbiased and reliable perspective measure on the market globally today. The MAP provides unique and personal feedback in addition to stage description and score. The MAP is also the most sophisticated instrument for identifying and measuring later stage, developmentally advanced leadership. The MAP evaluates three primary dimensions to determine developmental perspective: cognitive complexity, emotional capacity and behavior.

The table on the blog shows details about the specific levels. It briefly summarizes the levels, and the percentage of the sample population at each level using a sample size of 4,310 people. The name of each stage also indicates the old name (previously used terms) in parenthesis.

The Center for Leadership Maturity continues to evolve this model and the development tools for its application. The new name change is evidence of this evolution. Specifically, it is important to note that while we refer to people being “at a level”, people actually demonstrate perspectives across a range of levels, while evidencing a ‘center of gravity’ at the stage that they generally tend to operate from.

As you listen to the interview, and as you read the descriptions of the various stages that follow, we encourage you to reflect: what level seems to you closest to how you operate? How does that level fit with your job requirements and professional context? What range do you test across? How does your score map to your current job requirements? What additional perspectives might you want to develop if you aspire to Learn and grow into the next role in your career?

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills.

Running an Agile Company – Holacracy the New Operating System

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Running an Agile Company – Holacracy the New Operating System

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Holacracy is a new management model that transforms the static organizational structure into a dynamic structure that provides real clarity into roles and accountabilities.  At Thoughtful Org Partners we draw on our experience implementing Holacracy to help craft personalized self-organization strategies for companies of all sizes across all sectors.

Holacracy isn’t the first, nor the only, model of self-organization. Companies like Valve, Spotify, and MorningStar all have integrated principles of self-organization into their companies with strong results.  It’s no surprise that more agile, self-organized companies are more productive, and ultimately more profitable.

Here are a few reasons why:

1.  Holacracy lowers the activation energy for change— Activation energy is a concept that I learned about in my Intro to Chemistry classes describing the minimum energy which must be available to result in a chemical reaction. Usually at the company level, any structural change in roles, team structure, accountability, authority, policies, rules are all decisions that require immense activation energy. These decisions are labored over for days, or weeks, and when finally wrought, often feel unnecessary, or out of touch with the real work that needs to happen. The last time I logged into Zappos governance records I was blown away, that on any given day, governance meetings and processes are being used to produce hundreds of changes, ranging from small tweaks to full on reorganizations. The activation energy required to make change happen has been remarkably lowered, and all of those changes are happening in real time, in response to real tensions in the work. And business keeps moving through all of this. Talk about rapid evolution!

2.  The stories we tell ourselves — At the core of workplace dysfunction and insecurity is misaligned expectations and lack of communication tools to resolve those misalignments. Holacracy gives a forum to surface these misalignments, process them into some sort of change, and capture these changes in a transparent document for all to see. By doing this you are limiting the crutch that many, including myself, have used time and time again to justify inaction; the story of the malicious manager, or evil co-worker, or whomever else is standing in your way of making change.

It’s important to remember that the transition to Holacracy is a slow process. The mindset and ego shifts that have to take place to properly leverage the new operating system take hold slowly. It took Zappos two and a half years to get 100% of the company up and running in Holacracy. Some of the companies I’m currently working with are looking at the same timeline and shaking their heads at the commitment it requires. But that’s the deal. It takes a long time to undo a lifetime of deferring your authority into someone else’s hands. It takes a long time to face down the specter of the ‘bad manager’ and realize that you are your own manager, for better or worse. And it takes a long time, and a lot of effort to create a safe enough space that people feel comfortable showing up authentically at work. In the end, Holacracy doesn’t replace strong communication, emotional intelligence, or resilient relationships, but it’s a critical piece of a larger movement toward a better, dare I say, more human, workplace.

For more information about creating a more dynamic and human powered workplace through self-organization, reach out to alexis@thoughtfulorg.com.

Tune into Innovative Leaders Driving Thriving Organizations to hear this amazing interview!

 

Creating Thriving Organizations to Drive Performance: Ecosynomics

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Creating Thriving Organizations to Drive Performance: Ecosynomics

Ecosynomics 2

Today’s Innovative Leaders Driving Thriving Organizations topic is Ecosynomics and the science of abundance, a quantitative framework developed by Jim Ritchie-Dunham and team based on extensive data collected across 93 countries identifying the factors that make an organization vibrant. This post highlights a key element of the Ecosynomics framework and how it drives organizational abundance by improving an organization’s ability to innovate out of key problems and create strategic advantage. You can learn more on the radio show, where he appears with Christoph Hinske, a fellow at the Institute for Strategic Clarity, and James Drinkwater, a senior policy advisor at the World Green Building Council.

How often have you worked in a situation where you withheld recommendations because it was easier to keep them to yourself than risk implementing something difficult? Does your organization unconsciously support the status quo rather than continually update what it does and how it performs work? The unconscious “agreements” we make with one another and with the company often drive behaviors that sub-optimize performance.

Here is an example of why Ecosynomics matters. When working for a technology company, Bill proposed several IT cost saving ideas. He was part of HR at this company, but had a strong technical background, which made the recommendations solid. Though they would have cut the licensing cost of HR software by $1 million per year, his suggestions were not implemented because the organization lacked a mechanism to make the suggested changes – it was less risky for all involved to continue with a higher-cost vendor than take on the personal risk of making a change that could be difficult to implement.

Enter Ecosynomics: a highly validated framework, set of assessment tools and transformation process that helps organizations address this type of endemic challenge.

The Institute for Strategic Clarity developed Ecosynomics based on observations of thousands of “positive economic deviants” (AKA, the “rock stars” of their categories) in 93 countries and 12 languages. The framework names the phenomena and supports all forms of social systems in making the shift from being stuck in the scarcity-driven structures proposed by contemporary economics to abundance-based structures offered by scientific insights. This well-tested framework quantifies the cost of scarcity and benefits of abundance, providing both a starting point and guiding frame for organizations to shift in ways that seemed impossible before now.

Ecosynomics looks at what people around the globe are doing to move from perceived realities of scarcity – characterized by ingratitude, “stuckness,” anxiety, apathy, mistrust, antisocial competitiveness, active disengagement and a high level of organizational failure – to perceived realities of abundance characterized by enthusiasm, flow, creative capacities, effectiveness, efficiency, trust, social solidarity and wellbeing. The research shows this is a basic, universal experience every human being knows: worldwide, tens of thousands of groups and teams in business, government, civil society, networks and communities are in the process of experimenting with and reinventing their fundamental agreements. They are discovering that they can generate higher levels of economic growth and business health, and lead the way to more productivity and job creation.

A key foundation of Ecosynomics is that (often unconscious) agreements among members of a group are the differentiator between organizations that consistently transcend the constraints of daily organizational lives and those that don’t. By creating conscious agreements that enable participants to identify creative solutions, they can more intentionally determine how to implement innovation and execute for results. Organizations that can’t do this will be outpaced by those that can.

The problem with most organizational agreements is that we don’t see them. They just are. Most often, we are unaware that what is happening around us is based on an agreement that one could potentially change. It seems that life is just that way. In our day-to-day interactions – at work and at home – we engage in a set of agreements and relationships whether we realize it or not. Sometimes they work, resulting in vibrant experiences and great outcomes, and sometimes they do not, leaving us feeling depleted, fatigued and disappointed about lousy outcomes. These agreements are a key foundation of organizational culture; as the agreements change, they drive culture change.

Ecosynomics makes it possible to see the often hidden, underlying agreements that most affect the human experience, enabling people to choose which fundamental assumptions they accept, the structures and processes that result from those assumptions, and the behaviors they want to experience in their daily interactions with others. It provides a unified framework for describing what tens of thousands of groups identified by ISC are learning.

Jim and his team discovered that these groups start from a different initial assumption than economic scarcity. They start with abundance. Ecosynomics, the social science of abundance, explains what they are learning and how it changes all the rules of the game.

Vibrant groups also achieve higher levels of social integration and governmental/administrative efficiency and effectiveness. They are demonstrating new ways of relating that are more sustainable and lead to higher performance and innovation than the currently accepted norm. What people in those groups are doing cannot be achieved by applying present-day economic agreements of scarcity (defined as state of lack, or not having enough, restricted in quantity).

The emerging science of Ecosynomics provides a model to begin to name the field that observers and practitioners are discovering associated with creating vibrant organizations. Vibrancy (the move away from scarcity) is required to drive the foundational changes needed to navigate the challenges we face as a society today. Unless we take an abundance mindset (a view that we can solve the problems we face using innovative thinking), we are destined to leave our children a world that is worse than the one we inherited.

The Ecosynomics framework is a model of health that describes what people are learning about how to move from lower to higher vibrancy and economic prosperity. Vibrancy is what social systems experience when they are identified with and acting out of their greatest potential. It implies the concordance of diverse perspectives in a shared, meaningful whole, resulting in the emergence of a new, larger possibility.

To act out of our greatest potential, we found five key relationships that must be in alignment. When I am with a group/organization:
•Self: I feel good about who I am and what I am learning (I can share my aspirations and contribute my greatest potential, and trust that others support my success – including allowing me to make mistakes and learn).
•Other: I believe others in the group support my success, and I support them (we don’t actively undermine one another).
•Group: I support and contribute to the organization’s mission and culture. The organization’s leadership acts ethically and works for the good of its people and clients.
•Source of Creativity/Spirit: We create an environment where creative ideas are solicited from everyone. We actively seek ways to continually improve our organization.
•Process of Innovation/Nature: We pilot creative solutions and continually improve what we do and how we do it to meet the needs of all stakeholders.

If any of these relationships are out of balance, we will perform in a sub-optimal manner.

To learn about your organization’s vibrancy, take the free Ecosynomics vibrancy assessment. To learn more about the Institute for Strategic Clarity and the frameworks, follow this link or subscribe to Jim’s blog.

CEO Perspective: 6 Ways to Become a Stronger Leader

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CEO Perspective: 6 Ways to Become a Stronger Leader

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Gary Ross was interviewed on the Innovative Leaders Driving Thriving Organizations show 0n 7/28/15. As a summery, here are 6 tips to becoming a stronger leader Gary learned from his work as a CEO over the past 16 years, He has served successfully as President/CEO of four different organizations, ranging from $10M to $150M in revenues. He has improved financial performance and value creation within both large public technology and private family companies.

Under his newly formed company, Ross Innovations LLC, Gary has completed successful confidential engagements with CEOs of several software and technology service companies to help them drive specific value-creation initiatives.

Here are Gary’s 6 tips in his own words. Learn more on the recorded show.

1. Evaluate YOU

I took an article that listed the ‘8 Qualities That Make Unforgettable Bosses’ and cross-mapped it against my four President roles – and graded myself from 1-10.  You know what I found?  The roles where I led with passion, I performed the best!

2. Focus on RESULTS

Activity does not equal results.  Focus on accomplishing a lot of goals in a short amount of time.  While at Astute in just under 3 years, we successfully closed on a private equity sale, acquired a company, broke into new international markets, and grew recurring revenue 38% per year!

3. Be creative and open to new IDEAS

Get to know your customers and how you can help them succeed.  Get to know the market you are in and look for other markets to target.  Listen to your associates ideas.  I developed the Growth Cube TM strategic planning tool as a new and innovative way to unlock the growth within companies!

4. Stand for something personally – BEYOND CEO

I am a family man, a man of faith and overall continue to push myself to be a better man.  I work with others on how to increase their Personal Value.  I speak to groups on ‘How to Overcome Major Life Challenges!’ where I give specific tips on how to strengthen yourself physically, mentally, and spiritually!

5. Know YOUR ROLE

I believe my role as the CEO is to set the direction, make sure we achieve our company goals, increase the speed with which we operate, and in general function as the organization spark plug!

6. SYNCH UP your Financial model and your Leadership model

To get growth, we need to build a growth culture.  I accomplish this by implementing the inverted pyramid.  This is designed to focus the organization on the customer at the top of the inverted pyramid (Raving Customers) and those who support the customer (Raving Associates).

Want to hear more details?

Listen to recording on Innovative Leaders Driving Thriving Organizations show. The interview also includes Jodi Curran, who worked with Gary at his last 3 companies: Emerson, Cott Systems, and Astute Solutions.

Leadership 2050 – Four Key Trends and Their Impact On Leadership

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Leadership 2050 – Four Key Trends and Their Impact On Leadership

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As we prepare for the inaugural broadcast of the Voice America Innovative Leaders Driving Thriving Organizations, we wanted to share a bit of what you might hear in the first show focusing on Leadership 2050.

Susan Cannon, renowned futurist, university faculty member, consultant and author, shares some of the competing trends we might expect to see. One thing that is clear from all of her work is the movement toward complexification and its connection to leadership, and the clear conclusion that leaders need to update their leadership “operating system” to respond multiple concurrent changes that will impact leaders and the businesses they run for the rest of most of their careers.

So, here is a preview of some of the trends Susan will talk about and what she has taken away from what she has seen.

1.Let’s start with the fact that the next 30- to 35 years is going to be even more dramatically different than the last. This is difficult to fathom because the past nearly half a century has been rife with monumental changes in technology. Susan has been watching inventor Ray Kurzweil for the last 20 years because he has been incredibly accurate in his technology forecasts. Now he’s director of engineering at Google, and he predicts that at the comparative rate for technological change based on 2001, the twenty-first century will experience 20,000 times more change than the twentieth century. So that’s a lot to be adapting to—and technology is just one sector of change.

2.Scanning the current literature in futures and foresight studies, professional scenarios, and government-sponsored research on global trends, is pretty sobering. Among the more likely trends are systemic change drivers such as abrupt climate change and sudden global financial disruption—those are biggies. Also, we see the possibility of unsustainable levels of production and consumption reaching a tipping point that rapidly deteriorates the biosphere. Likewise, runaway pandemics are a threat. We could see an even greater surge of armed conflict/failing states/terrorism potentially with weapons of mass destruction, and catastrophic water shortages over large parts of the earth.[i] Any of these trends have the potential of driving secondary trends.

3.Positive trends that came out of Susan’s doctoral research focusing on 2020, included a trend toward the feminine values. Its continued growth indicates that it will be a long-term trend. She also concluded that two of the most powerful levers of change toward a positive future would be the changes in the institution of business (especially as conscious or enlightened capitalism continues to emerge) and a greater emphasis on developing and promoting women leaders.

4.Former Vice President Al Gore, who is clearly a prescient guy, recently wrote a well-researched book called Six Drivers of Global Change. He concluded that “there is no prior period of change that remotely resembles what humanity is about to experience.” Gore talks about a “vacuum of leadership” and clearly supports the view that we need a radical new plan in leadership development.

The bottom line is that there is overwhelming evidence that we are already in a perfect storm of increasing complexity, accelerating change, and near constant uncertainty that exceed the mental and emotional capacities of most leaders. If leaders are overwhelmed by complexity, change, and uncertainty now, how will they cope in the future?

This isn’t intended to create fear; it’s actually good news. Historically, whenever the pressure of life conditions threatens our existence as a race, a new and more complex stage of consciousness—you can call it a mindset with a corresponding culture—has emerged. In a sense we are forced to evolve, forced to innovate and transform ourselves for our own good! There is a strong mandate for leaders to innovate and transform themselves so they can drive thriving organizations.

Even more promising is that through the study of how humans and cultures evolve over time, we know that already there is a small but increasing percentage of the population who has the mindset and capacities with the complexity and nuance that will be needed for 2050. They offer a blueprint we want to encourage.

Please tune in to the show to hear more directly from Susan about the trends, and from Mike Morrow-Fox about the leadership mindset and how to develop it.

Note: This post is drawn from a much more in-depth analysis conducted by Susan in a chapter co-authored by Susan Cannon, Mike Morrow-Fox and Maureen Metcalf in the upcoming International Leadership Association Book Leadership 2050: Critical Challenges, Key Contexts, and Emerging Trends (Emerald Group Publishing, 2015). This chapter includes a more comprehensive analysis as well as thorough referencing of all trends.”

Photo credit: www.flickr.com blmoregon

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