Environmental Engineering Reference
In-Depth Information
new knowledge is created and where new learning occurs and problems are posed
and solved 'ba':
Ba can emerge in individuals, working groups, project teams, informal circles,
temporary meetings, virtual spaces such as email groups and at the front line
contact with the customer. Ba is an existential place where participants share
their contexts and create new meanings through interactions. Participants of ba
bring in their own contexts, and through interactions with others and the
environment, the contexts of ba, participants and the environment change.
(Nonaka and Toyama, 2004: 102)
Dialogue is central to the sustainable development process because it facilitates
collective and different ways of thinking, learning and communication. Before this
process is initiated, sustainability practitioners ought to ask questions about them-
selves, about the deep sources of their own thoughts, beliefs, assumptions, values
and feelings. It is useful to know who you are.
Developing emotional and ecological intelligence in
sustainability leadership
Good communicators and effective leaders need to understand people. This is
particularly important when discussing issues and values, listening to others, and
making sense of their and one's own experiences and feelings. Daniel Goleman
(1996, 2002a) has formulated a theory of
emotional intelligence
, which essentially
refers to how individuals effectively relate to self and others. This intelligence, or
capability, may be broken down into a series of elements or competencies, which
for Goleman are major prerequisites for effective leadership. Leaders must therefore
exhibit the qualities described in the following sections.
Self-awareness
•
Emotional self-awareness - attuned to inner feelings and convictions.
•
Accurate self-assessment - aware of strengths and limitations and welcoming
constructive criticism.
•
Self-confidence - providing presence and self-assurance.
Self-management
•
Self control - the ability to manage disturbing emotions and impulses and channel
them in productive ways.
•
Transparency - leaders
live
their values, are open and
authentic
.
•
Adaptability - flexible, able to adjust to changing circumstances and uncertainties.
•
Achievement - high personal standards, constantly seeking improvements in
performance and continuous learning opportunities.
•
Initiative - a sense of efficacy.
•
Optimism - a positive attitude.
