ABSTRACT
In Chapter 1, there was a brief overview of Integral vision and a description of working with the quadrants to diagnose and map a current situation with a senior leadership group. Chapter 2 explains the essential underpinning concepts of parts and wholes in an organisation or team – holons and holarchies in Integral vision. A practical example is given, in coaching a senior executive, of using the quadrants to identify his preferred interpretation of his world, his “sweet spots”, and the consequences of his neglected areas of perception, his “blind spots”, on decision making.
