Author: Betty Sue Flowers

Publisher: Berrett-Koehler Publishers; 1 edition

Pub. in: January, 1996

ISBN: 1576750310

Pages: 213

Measurements: 9 x 7.3 x 0.7 inches

Origin of product: USA

Order code: BA01246

Other information: ISBN-13: 978-1576750315

Synchronicity is one of the most inspiring books I know on leadership. The book is a fascinating and holistic blend of the personal and the professional. Jaworski is a name you may already be familiar with. He is the son of Watergate prosecutor, Leon Jaworski. His career is facinating. He began his professional life as a high-powered attorney in Houston. He chased after and won all of the trappings of external success. Then, suddently, his wife announced she was leaving him, and he was forced to confront himself, his values, and the meaning and purpose of his life. The rest seems to flow out of this pivotal experience. Jaworski left the practice of law and went on to become founder, chairman, and CEO of the American Leadership Forum. This organization continues to serve established local leaders and promotes collaborative problem-solving in communities and regions for the public good. In the early 90's, he joined Royal Dutch Shell in London as head of Global Scenario Planning. The initiative he led there is credited as instrumental in the peaceful transfer of power in South Africa which put an end to the government of apartheid. At the time the book was published, Jaworski was with MIT's Center for Organizational Learning which later closed in 1997. His role there was to work with leading corporations on building learning organizations, a topic which still receives considerable focus in leadership circles. It's a concept that appeals to many, and yet few have succeeded in implementing one. The old models die hard. Still, change is in the air.

The book speaks to topics that resonate with us at a deep level: integrity, commitment, responsibility, values, meaning, vulnerability, trust, collaboration, to name a few.

The book begins with a familiar story. A man seeking what we've been led to believe is success. Prestige as a high-powered attorney, a big income and a big home. Then his world falls apart when his wife leaves him, and his identity proceeds to fall apart. He rebuilds a life that is based on authenticity. He speaks of finding the flow in his life when he honors an inner call. He has a vision of what is possible. He sees his life and his choices as intimately connected with the world. He sees himself and his actions in relationship, not isolated and separate. He notes the the busyness of his earlier life as symptomatic of a larger of dis-ease in our culture. We spend too much of our time on activity and too little time on being present to what's really happening around us. We've forgotten the power we have as a witness. We fear having too much time to reflect, instinctively knowing that we're going to have to face ourselves and our lives at a deeper level than we're comfortable with. We're hooked on the notion that commitment and activity are inseparable. So we create a continual stream of activity, making sure that everybody sees us doing lots of things so they'll believe we're actually committed. If we stay busy enough, maybe we'll even convince ourselves that our lives had some meaning even though, deep down, we know they couldn't possibly have any meaning, because everything is hopeless and we're hopeless, and we couldn't possibly affect anything anyhow. Often, it takes a crisis to cause us to question the value of our lives and our activity.

He speaks of proper timing - that situations unfold at an organic pace that is impossible to rush. All of our pushing and forcing serves mainly to exhaust us. There is a natural flow to our individual lives and to the times in which we live. Nothing of real substance can be pushed or forced to fruition. The purpose of life and our individual lives is revealed at a mysterious pace that the rational mind cannot grasp. There are things that want to happen. We can either fight or embrace the natural flow of our life, thus being an integral part of that larger flow of life. We won't find more riches anywhere else than in our own experience. Jaworski also speaks to an intriguing notion he calls economy of means. Change one small thing and the repercussions can be enormous. How is is possible to see which thread of a situation or a challenge needs to be pulled in order for everything to fall into place without the space for reflection? Economy of means. It's the notion that with perspective and awareness, we can see opportunities we couldn't see before. And seeing these opportunities, we can sense when the moment is right to act, and we will know exactly what needs to be done.

We begin to see that with very small movements, at just the right time and place, all sorts of consequent actions are brought into being. We develop what artists refer to as an "economy of means," where, rather than getting things done through effort and brute force, we start to operate very subtly. A flow of meaning begins to operate around us, as if we were part of a larger conversation. This is the ancient meaning
of dialogue: (dia .logos) "flow of meaning." We start to notice that things suddenly are just attracted to us in ways that are very puzzling. A structure of underlying causes, a set of forces, begins to operate, as if we were surrounded by a magnetic field with magnets being aligned spontaneously in this field. But this alignment is not spontaneous at all - it's just that the magnets are responding to a more subtle level of
causality.

He writes at some length about his experience at Shell with scenario planning. It's a tool for strategic planning at a level most of us are not yet used to working at. Its objective is to create the future with greater awareness of the consequences of our choices through collaboration and dialogue. The approach was designed to uncover and directly impact the mental models used individually and collectively to make choices large and small. Our mental model is the totality of the opinions, judgements, and beliefs that act as a filter, preventing us from seeing a situation clearly as it is without bias. The work led by Royal Dutch Shell included a diverse team of international experts. The team developed two scenarios known as "New Frontiers" and "Barricades" and two sets of wide-ranging implications on the international community, the environment, energy, economics, politics, business, and people.

Writing "Barricades" was a sobering experience for the entire team. We had been as realistic and conservative as we could in the development of this scenario, yet we had drawn a chilling picture of an increasingly divided world with anarchy enveloping society within our children's lifetime.

New Frontiers is a world where the center of gravity of the world economy shifts from the rich to the poor.... It's a story of new demands, new opportunity, turbulence, and vast change, resulting in governments and businesses being challenged beyond what they thought possible.

Jaworski calls dialogue the power of collective thinking. It's the idea that there is a collective consciousness at the level of the family, the community, the nation, and the world at large. There is a collective consciousness implicit in the times in which we live. These two scenarios were widely presented in 2- and 3-day workshops. Presentations were made to government officials, the business community, black community groups and leaders in exile. The initiative was successful in getting a critical mass of key individuals to focus their attention on choices and their consequences, about the unsustainability of the system and the consequences that each scenario might have on the international community, the environment, the opportuntity for other choices. And power was transferred peacefully in South Africa.

Jaworski describes three fundamental shifts of mind necessary for the creative leadership that will solve some of the world's tougher dilemmas:

1) A shift from resignation to a sense of possibility that comes from seeing the universe as a magical dance, full of living qualities rather than a linear, logical, and predictable view of what's really going on.

2) A shift from seeing ourselves as separate and isolated from everything else that we see "out there" to seeing the world holistically as a web of relationships. Change one small thing and everything else is subtly different.

3) A shift in the nature of our commitment from a highly disciplined proposition in which you "seize fate by the throat and do whatever it takes to suceed" to a deeper level of commitment that comes from an willing spirit. This sense of willingness opens us up to connect with our inner guidance systems and wisdom. To hear the call, to recognize an innate sense of purpose and to accept and honor that.

As these shifts occur, we will notice that synchronicity comes into our life, both the personal and the professional. Synchronity, is defined by Carl Jung as "a meaningful coincidence of two or more events, where something other than the probability of change is involved." When synchronicity comes into our life, it's an indication that we are on the path. There is a sense of ease and excitement, a sense of true belonging to ourself, to one another, to the times in which we live, and to life.

(From quoting Deb Hansen, USA)