Harald S. Harung

A unified theory of leadership

Suggests that development of consciousness is a fundamental causal variable underlying the complexity of behaviours and psychological qualities associated with leadership. This unified model is supported by evidence which indicates that world‐class leaders experience a silent, expanded, restfully alert, and non‐attached state of consciousness, which forms the basis of higher states of consciousness, more frequently than comparison groups. Discusses transcendental meditation, a mental technique which systematically cultivates development of consciousness, as a technology to lay the foundations for more widespread development of leadership.

Organizational Learning Based on Transforming Collective Consciousness

Previous research suggests that there are a number of distinct stages of psychological development of an individual, and that the level of development has a direct bearing on a person′s perception of reality and his ability to perform – professionally and socially. Since organizations consist of people, it can be expected that there will be similar phases of organizational development, and that this level of collective consciousness determines the quality of life and level of performance of an organization. Traditionally, it has been questionable whether or not a significant individual or organizational development can be achieved in practice. Gives evidence that it is possible to operationalize the transformation of both individual and collective consciousness, using appropriate mental techniques in order to satisfy the very purpose of organizational learning: the capacity for continued growth.

Evolution of organizations in the new millennium

Progressive stages in the evolution of organizations correspond to progressively deeper aspects of the mind. The stage of task‐based management emphasized the more superficial sensorimotor and concrete thinking capacities; this approach of rigid rules and structures is now unsuited for an increasingly knowledge‐based economy. The next stage, process‐based management, makes greater use of the intellect of organizational members to design, implement, and evaluate systemic productivity improvements. A few organizations today demonstrate the lasting success of values‐based organizing, managing on the level of feelings and ego. The new millennium will see organizations that utilize the deepest level of human consciousness, connecting the human mind to the intelligence of natural law which spontaneously organizes for optimal simplicity, synergy, and holistic progress.

Moral development, executive functioning, peak experiences and brain patterns in professional and amateur classical musicians: Interpreted in light of a Unified Theory of Performance

This study compared professional and amateur classical musicians matched for age, gender, and education on reaction times during the Stroop color-word test, brainwaves during an auditory ERP task and during paired reaction-time tasks, responses on the Gibbs Sociomoral Reflection questionnaire, and self-reported frequencies of peak experiences. Professional musicians were characterized by: (1) lower color-word interference effects (Stroop task), (2) faster categorization of rare expected stimuli (P3b), and a trend for faster processing of rare unexpected stimuli (P3a), (3) higher scores on the Sociomoral Reflection questionnaire, and (4) more frequent peak experiences during rest, tasks, and sleep. Both groups had high values on the Brain Integration Scale. These findings are interpreted in light of a Unified Theory of Performance, which posits that effectiveness in any area is influenced by ones level of mind-brain development-emotional, cognitive, moral, ego and cortical development-with higher mind-brain development supporting greater effectiveness in any domain.

Higher development, brain integration, and excellence in leadership

Purpose – Today, there is a global need for more effective leaders. The purpose of this paper is to present a model of human development which covers the psychological, physiological, and sociological dimensions of leadership.Design/methodology/approach – The authors review three research studies in which they have investigated the relationships between consciousness, psycho‐physiological integration, and leadership performance using physiological measures, psychological tests, and self‐reports.Findings – These studies support the model that leadership ability is closely related to psycho‐physiological refinement – the authors found that higher integration of the electrical brain activity, more mature moral reasoning, and more frequent peak experiences are found in top performers compared to average performers.Research limitations/implications – The high frequency of peak experiences among top performers reveals the importance of such gratifying inner experiences for the business community.Practical impli...

More Effective Decisions through Synergy of Objective and Subjective Approaches

The chairman of a major Japanese corporation recently visited the New York Stock Exchange and asked one of the US brokers what his time‐perspective was when making decisions. The reply was two seconds. The chairman reacted that when he made decisions the time‐frame was usually ten years. This story illustrates the need to look at decision making in a deeper and wider perspective. Presents an overview of different and complementary objective and subjective approaches to decision making, and relates them to different levels of the human mind. Effective decisions are seen as those arising from a synergy of these respective analytical and intuitive approaches. Subjective approaches are fundamental to the objective ones. In spite of this, research suggests that the majority of adults have not moved beyond the analytical level and reached a level of development where feelings and intuition are operationalized. Hence, there is a need to expand the conscious awareness of the manager and knowledge worker. To opera...

Peak performance and higher states of consciousness

Investigates higher stages of human development in some of the world’s most accomplished performers. Indicates that far more frequent experiences of a silent, expanded, restfully alert and non‐attached state of heightened awareness characterize those individuals who display outstanding skill and accomplishment in their action. Interprets these findings in the light of the Vedic Psychology of Maharishi Mahesh Yogi, which describes higher states of consciousness in which peak performances are all‐time phenomena rather than extraordinary happenings. There is widespread agreement that only very few individuals reach the highest stages of human development; as a consequence, there is a considerable latent human potential in organizations and society.

Higher psycho-physiological refinement in world-class Norwegian athletes: brain measures of performance capacity

This study tested the hypothesis that the degree of psycho‐physiological development is related to performance level in world‐class athletes. We compared physiological and psychological patterns of 33 Norwegian world‐class athletes to patterns in 33 average performing athletes. The subjects were matched for gender, age, and type of sport. Electroencephalography activity was recorded to measure brain integration; skin conductance was recorded to measure habituation to a loud stimulus; and paper‐and‐pencil tests were given to assess self‐development, moral development, and frequency of peak experiences. A factor analysis (varimax rotation) reduced the eight variables to three factors that together accounted for 65.3% of the total variance: (1) physiological integration – brain integration and habituation rates, (2) self‐ and moral development, and (3) peak experiences. A MANOVA conducted on the factor scores showed a significant main effect for the experimental group collapsing across the three factors (P<0.0001). Individual ANOVAs showed significantly higher values for development (P=0.021) and physiological integration (P<0.0001) factor scores for the world‐class athletes. The above measures can be seen as different expressions of an underlying dimension – human development. These data support the concept that higher psycho‐physiological growth underlies higher performance.

A world‐leading learning organization: a case study of Tomra Systems, Oslo, Norway

Researchers and practitioners have found a correlation between a mature corporate culture and high levels of collective performance. One of the features of advanced organizations is the ability to satisfy all stakeholders simultaneously: shareholders, organizational members, customers and society at large. While the benefits of a healthy corporate culture may be widely acknowledged in theory, in practice there is usually a considerable gap between the desired state of affairs and reality. Considers Tomra Systems ‐ the world leader in reverse vending machines for the recycling of beverage containers. States that what is extraordinary about this organization is not its laudable goals, but the fact that it has realized these ideals to a remarkable degree.

The conscious organization

New paradigms in science and in management are recognizing that consciousness pervades the evolving order of the natural world and is the essential foundation for organizational transformation. We describe seven properties of a consciousness‐based organization: efficiency on a par with nature’s principle of least action; spontaneous and frictionless coordination; creative inspiration akin to artistic genius; doing well by doing good: prosperity and social value; harmony with the natural environment; spontaneous change in an evolutionary direction; and leadership which promotes full human development. Specific practices to develop consciousness in organizations are identified. These qualities and practices are illustrated through a fictional story of a manufacturer of top quality, environmentally friendly solar energy technologies.