The current situation across the geo-political-social spectrum, often described as syndemics or polycrises, has led our societies to intolerance, paucity of empathy, entrenched positions, and an unwillingness to consider others’ views and perspectives. Otto Scharmer’s work on the three fractures (ecological, social and spiritual divides) has captured this reality early on. At the same time there is a wider recognition that fundamental shifts need to occur in our thinking and approach to how we view ourselves, others and our relationship with the planet. The current state of the world has exposed both the frailties and resilience of human beings, organizations and societies.

Complexity is at the root of all human interactions and the systems in which human beings are embedded.  Translating complexity science and systems leadership into practice has been recognized to be a challenge for healthcare leaders and professionals by others (Plsek and Greenhalgh 2001). SL often remains at a high level of abstraction and due to its “collective” nature, in the absence of concrete actions, there is a lack of accountability at the individual and organizational level.

Every context calls on leadership to enact the capabilities to find personal meaning in our work and navigate complex systems. It is not easy to reconcile dispersed responsibility and collective action with autonomy and individual agency. Further, given the reliance of meaningful and effective leadership on inner states of being, we recognize the need to bridge the inner game of leadership with its outer impacts.

Leaders, whether formal or informal, face dilemmas in both their inner and outward-facing work in this era of social, political and economic upheaval. The inner work involves reconciling despair with hope in these troubled times, looking after our own well-being by protecting ourselves and simultaneously staying informed and motivated to “do our bit” for the collective and the higher purpose.  The outer work needs to be such that it makes a difference – however miniscule – and “smart enough” to be relevant in the long game. We believe that the way forward bridges the philosophic and the pragmatic. When people connect to their inner states , take the time to access gratitude, tap into experiences of ‘oneness’ (e.g., Secretan, Macy, Mindell, and Stanfield), courageously face reality rather than turning away – they have greater access to their inner wisdom and there is a natural emergence of renewed energy, inspiration, clarity, motivation and sense of stewardship for the ‘greater good’. Actions that follow are aligned with personal identity, values-systems and contextual relevance.  And this is the trajectory we propose to lead you through in our session, so that we co-create an experience of it.

Informed by works of Ardelt (notions of wisdom), Brown (belonging and standing up), Haines (somatics), Haga (vulnerability and resistance), Macy (hope and ecology) and Wheatley (leadership and new science, a simpler way, who we choose to be) this workshop will focus on the inner work (self-compassion, self-regulation, and embodied intelligence) as a foundation for addressing broader issues. The outer work is driven by focusing on what is true for the participants in the present moment and how to translate that into meaningful actions with and through others. We will draw from Snowden’s work on clear, complicated, complex and chaotic domains and aporia to inform the actions of leaders. Reconnecting to simplicity involves each person’s access to their inner guidance, which has been shown repeatedly in coaching contexts to be accessible through tuning into the body’s wisdom (soma), often made easier by connecting with Nature, and developing trust in Nature’s self-organizing principle.