Papers by Jean-Claude Pierre
Increasing wealth disparity, polarization of discourses, move into the Anthropocene epoch, people... more Increasing wealth disparity, polarization of discourses, move into the Anthropocene epoch, people’s migration, terrorism...are all pieces of evidence that our worldview ought to evolve quickly if we want our eco-system, our humanity to survive and to keep claiming we are the smartest species on earth. The elements of ancient Chinese wisdom like wu-wei, the power of de, and practicing meditation, echo many of the principles which have emerged in recent years, such as spiritual leadership, and are also expressed in organizational models such as Holocracy, Sociocracy, or Teal, and in economic concepts, such as enlightened capitalism, all seeking at making our world more sustainable. So, what can we learn from the school of thoughts of the Warring State period, 2,500 years old, and can this help us address the wicked problems we are facing both in the West and the East? In this article I will look specifically at Taoism through the lens of Clare Graves’s human development model. Graves ...
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This study investigated the ways in which ancient Chinese wisdom might currently be influencing t... more This study investigated the ways in which ancient Chinese wisdom might currently be influencing the practices of business leaders in Mainland China. The research was conducted through interviews and questionnaires with 41 Chinese business leaders who were chosen for their awareness and reflection on Chinese wisdom. The study used grounded theory as a methodology.
Initial findings indicated that most of the participants in the study encountered ancient wisdom practices through traditional Chinese medicine. In terms of traditions, varying aspects of Buddhism, Confucianism and Taoism were included in their experiences.
In assessing how ancient wisdom influenced or changed leadership practices, a distinction emerged between those at the top of their organization (CEOs) and those in senior executive roles. The former group embraced ancient wisdom in three areas of their company: Setup of corporate social responsibility programs; the development of, or changes of company values; and, a review of corporate purpose and strategy. In contrast, senior executives applied ancient wisdom to people management, using the principles to support employees, to become active listeners, and to let go rather than control.
This study also offered insights on the difference between embracing and embodying ancient wisdom, a difference also expressed by the notion of balance versus harmony. Social pressure, the image of ancient wisdom, the one voice policy and the lack of trust have been identified as four key blockers to embody ancient wisdom in leadership practices.
Using Graves’s ECLET model, this research analyzed the evolution of consciousness of those leaders who embraced or embodied ancient wisdom. It showed a clear movement towards Tier 2 thinking, essential for addressing the excesses of modern China and of the world as a matter of fact.
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Papers by Jean-Claude Pierre
Initial findings indicated that most of the participants in the study encountered ancient wisdom practices through traditional Chinese medicine. In terms of traditions, varying aspects of Buddhism, Confucianism and Taoism were included in their experiences.
In assessing how ancient wisdom influenced or changed leadership practices, a distinction emerged between those at the top of their organization (CEOs) and those in senior executive roles. The former group embraced ancient wisdom in three areas of their company: Setup of corporate social responsibility programs; the development of, or changes of company values; and, a review of corporate purpose and strategy. In contrast, senior executives applied ancient wisdom to people management, using the principles to support employees, to become active listeners, and to let go rather than control.
This study also offered insights on the difference between embracing and embodying ancient wisdom, a difference also expressed by the notion of balance versus harmony. Social pressure, the image of ancient wisdom, the one voice policy and the lack of trust have been identified as four key blockers to embody ancient wisdom in leadership practices.
Using Graves’s ECLET model, this research analyzed the evolution of consciousness of those leaders who embraced or embodied ancient wisdom. It showed a clear movement towards Tier 2 thinking, essential for addressing the excesses of modern China and of the world as a matter of fact.
Initial findings indicated that most of the participants in the study encountered ancient wisdom practices through traditional Chinese medicine. In terms of traditions, varying aspects of Buddhism, Confucianism and Taoism were included in their experiences.
In assessing how ancient wisdom influenced or changed leadership practices, a distinction emerged between those at the top of their organization (CEOs) and those in senior executive roles. The former group embraced ancient wisdom in three areas of their company: Setup of corporate social responsibility programs; the development of, or changes of company values; and, a review of corporate purpose and strategy. In contrast, senior executives applied ancient wisdom to people management, using the principles to support employees, to become active listeners, and to let go rather than control.
This study also offered insights on the difference between embracing and embodying ancient wisdom, a difference also expressed by the notion of balance versus harmony. Social pressure, the image of ancient wisdom, the one voice policy and the lack of trust have been identified as four key blockers to embody ancient wisdom in leadership practices.
Using Graves’s ECLET model, this research analyzed the evolution of consciousness of those leaders who embraced or embodied ancient wisdom. It showed a clear movement towards Tier 2 thinking, essential for addressing the excesses of modern China and of the world as a matter of fact.