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Editor of The Cultural Times, UK, Steve Maguire : "This book is a decade ahead in its thinking and I am therefore convinced that a more compassionate culture awaits us in the future".

Gerry Wagner, Ph.D. CEO of The Institute for Inspired Organization Cultures, Inc: "This is an incredible piece"

Written with Dr David Rosenstein, clinical psychologist, neuroscientist and founder of Neural Sense™ for those who wish to successfully enter the maze of sustainability approaches, practices, processes and rules.
(At this time in South Africa, the King IV guidelines for corporate governance and sustainability are about to come into being and have far-reaching implications for big and small businesses, NGOs and other organisations).

This booklet will appeal to those who recognise that successful execution of sustainability initiatives is more about being the answer than having the answer, hence the critical importance of a psychology of sustainability. Indeed we go beyond ‘maintain’ and ‘sustain’, and advocate ‘attain’ new heights and thrive. Futurist John Naisbitt (who has laid down and advocates the balancing principle that more high-tech demands more high-touch) has wisely stated that “The most exciting breakthroughs of the 21st century will not occur because of technology but because of an expanding concept of what it means to be human”. (Megatrends: ten new directions transforming our lives Warner Books 1984).

Our handbook presents a unique concept and practical model of the interrelated elements of successfully implementing sustainability in any organisation. It is loaded with tips, references, stories, activities and case studies.

It gives you the WHY? of journeying away from the standard, limiting ways in which business may be conducted:

• mindfulness is adopted as a means to improve performance through presence and focus
• there is a preoccupation with the urgent and immediate
• expedient decisions are made in isolation
• traditional behaviour change methods and programmes are the order of the day

And offers the HOW? of expanding to a new way of being in business, one that:

• employs mindfulness as the route to mature ethical and compassionate behaviour (because right action stems from genuine caring)
• hooks into the future and its possibilities to create meaning, develop a legacy, cope with current complexity
• understands the fallibilities and frailty inherent in decision-making processes, and bases decisions on considerations beyond self-interest
• uses neuroscience, behavioural economics and the power of narrative to trigger significant and lasting change

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Last year we published The Virtuosa Organisation: the importance of virtues for a successful business. It is about the continual reinforcing loop between being and doing. I was delighted to discover recently something that Thich Nhat Hanh (Nobel Peace prize nominee and pre-eminent Buddhist scholar and author) has said: “There are two things: to be and to do. Don’t think too much about to do—to be is first. To be peace. To be joy. To be happiness. And then to do joy, to do happiness—on the basis of being”. (Thich Nhat Hanh: Be Beautiful, Be Yourself by Andrea Miller June 2016

Co-incidentally the ‘father’ of learning organisations and a pioneer in the area of ‘presencing’ in business, Peter Senge (and his co-authors) identify three core capabilities of what they call ‘system leaders’ , which fit remarkably closely well with our psychology of sustainability model:

• “Deep, shared reflection is a critical step in enabling groups of organizations and individuals to actually “hear” a point of view different from their own, and to appreciate emotionally as well as cognitively each other’s reality” . BEING MINDFUL

• “Co-creating the future …. This shift involves not just building inspiring visions but facing difficult truths about the present reality and learning how to use the tension between vision and reality to inspire truly new approaches”. BEING FUTURE ORIENTED

• Seeing the larger system to enable “collaborating organizations to jointly develop solutions not evident to any of them individually” . DECISION MAKING

They say that “ … much of this work is still relatively unknown or known only superficially to those engaged in collaborative systemic change efforts”. BEHAVIOUR CHANGE

(Senge, Peter; Hamilton Hal & Kania, John The Dawn of System Leadership Stanford Social Innovation Review Winter 2015

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AND FIND OUT MORE ABOUT OUR CORPORATE GOVERNANCE ASSESSMENT SURVEYS (a venture with Candor Governance and on this site and