These short case studies describe various companies and organizations that have chosen an Inner Work path in their organizational and leadership culture.
The short profiles describe in particular:
What exactly is done (differently) there every day? In what way is more self-organization made possible there? Concrete leadership and management tools are described, graded according to how much Inner Work they typically require:
very demanding, requires months to years of Inner Work
more demanding, requires a deeper engagement with Inner Work
demanding, requires some Inner Work, a good beginner's step
This section describes concrete practices, routines, and rituals to strengthen Inner Work competencies. They are the foundation of any sophisticated New Work practice.
New Work requires a high level of reflective (What do I need? What does the team need? What does the world need from us?) and communication skills (How do I make this discussable?).
In addition, to be entrepreneurial, teams must learn to navigate complexity. Among these so-called field competencies, we include, for example, meta-cognition, i.e. the ability to take a bird's eye view of a process rather than personally identifying with it. Since complex environments cannot be controlled exclusively in a linear-rational way, intuitive, felt perception – what some systems thinkers call "thinking-feeling" – becomes all the more important.
