CAPACITIES & DISPOSITIONS

To navigate transition without reproducing the same harmful patterns, structures, and systems of the dominant culture, leaders need to create and strengthen their own capacities and dispositions for transformative change. We continue to evolve this list of capacities & dispositions, which inform all of our engagements.

  • The capacity to remain in and support others to navigate a prolonged zone of disequilibrium effectively.

  • Disposition to eliminate racism in oneself, structures, and systems and step-in to end all forms of oppression.

  • Disposition to see impact through multiple historical and future realities beyond your own.

  • Recognition of personal projections and denials that creates the capacity to differentiate between conflicting realities.

  • Cultivating a deeper relationality with planetary systems to sense their needs and desires.

  • The capacity to decentre oneself and deeply listen and witness all life in its fullness.

  • The capacity to evaluate and compost what no longer serves, helping it to die well while cultivating the space for something different to emerge.

  • To see oneself as indispensable but insufficient alone. Ferment the need for recognition, protagonism, validation or gratitude. To do what is needed rather than what looks good, observing without investing in narratives of success or failure.

  • The capacity to identify, process, and navigate one's emotional responses to widen the window of tolerance.

  • The capacity to exercise imagination in alignment with a planetary moral circle of concern.

  • Disposition to build and activate relational capital.

  • The capacity to hold multiple conflicting truths while resisting solutionist impulses.

  • Disposition to envision alternative paradigms in which many worlds fit.

  • Capacity to sense more complex realities that open up pathways for regeneration and transformation.

  • The capacity to align one’s values, behaviours, role(s), and intentions with an alternative paradigm to iterative change.

  • Capacity to understand psychological blindspots and the complexities of self: denials, resistance patterns, honest and self-implicating critique, while attending with integrity to the process of change.

  • Capacity to narratively guide through other realities & learnings.

  • The capacity to sit and work with mystery, emergence, and volatility. To be open to fail and learn from and with the path as we walk.

What Could your organization BECOME through intentional TRANSITION?