ABSTRACT
The challenges of climate change range from unexpected local emergencies to seemingly intractable long-term problems. We, therefore, need well-informed, innovative and transdisciplinary organisations that remain, agile, resourceful, observant and adaptable despite their size. However, an organisation’s ability to innovate thrives on requisite diversities at the behavioural, cognitive and other levels. Ideally, they also need a discourse that is heterarchic, interoperable, intellectual, open and accessible to all. All these factors become increasingly hard to sustain if the scaling up of a given organisation adds additional layers of hierarchical management. Our concept of ‘organisational consciousness’ enables facilitators to map them as locally self-regulated networks of awareness. By giving organisations the tools for valuing local ‘awareness’ across the network, we are better able to share self-reflexive micro-sensations (akin to ‘gut feelings’) that seed states of emergent consciousness. These can be coordinated to inform the collective actions of the whole system.
