the whole, the part can be transformed and emerge through crisis to grow asits own microcosm of the whole.Transformational leadership in this context is supporting the inherenttendencies in the field for this continual self-balancing. Mindell (1992) usesthe concept of ‘awareness’ to describe the varied ways by which the facilitator can be highly present to the state of the group, whilst also reflecting thisknowledge back to the group. The facilitator may also need to actively stepout of her neutral role and use various techniques to ensure that the hidden,disavowalled parts of the field express themselves fully and are collectivelyrecognised by the whole field.
Senge et al. (2003) has an analogous concept of ‘presence’ thatdescribes this necessary recognition and engagement of the part with thewhole. By experiencing presence, the tension between action and awarenessbecomes the paradox of the inspired creator – who experiences a‘
paradoxical state of great confidence and profound humility… knowing that their choices and actions really matter and feeling guided by forces beyond their making’
(Senge et al. 2003, p. 7). In a similar manner the groupfacilitator operates within the paradox of intervention and stillness.
Future states of the whole are related to present actions of the part indifferent yet related ways by the two articles. For Mindell (1992), it is throughawareness of the whole that the facilitator can guess at the future state of thegroup, appearing often as the opposite of the current state, as fields have thetendency to self-balance. In Senge et al. (2003), it is the task of transformational leader to articulate a vision of the future where parts areaware of their interconnections and connections to the whole. However, incontrast to Mindell’s view in which foreseeing the future enables one to bebetter prepared for it, Senge’s visioning is explicitly aimed at having atransformational effect on others so that they realise that they can makechoices that shape and create the future that they want.
Uhl-Bien, Marionand McKelvey (2007) develops the most comprehensive leadership theory of the three articles, exploring a concept of ‘complexity’ leadership based on how
There are various mechanisms for this – including switching roles and modeling individual’sbehaviour. Mindell (1992, p. 37-43).
The key to making potentially fearful futures generative is to see that we have choices, and that our choices matter’
(Senge et al. 2003, p. 9).