ABSTRACT
Chapter 1 briefly introduces Integral theory, and demonstrates the application of a fundamental building block of Ken Wilber's Integral Operating System, the quadrants. A case study follows a company managing director and his executive committee using the quadrants to expose, diagnose, and resolve the tension between the outcomes-driven, performance-focused world of corporate business and the subjective experiences of disengaged employees. The focus of this chapter is to demonstrate the usefulness of the quadrants in diagnosing multiple aspects of a complex situation.
