Consciousness, teaches Fred Kofman, is the capacity to observe, choose, and act in accord with your values. And conscious business means using that ability at every level of your work: in being aware of the needs of others and expressing your own in seeing the hidden emotional obstacles that may be holding your team back in making good decisions under pressure, and even in delving into such spiritual questions as "Who am I?" and "What is my real purpose here?" On Conscious Business, you will join this visionary teacher and founder of Leading Learning Communities to master these skills.
Higher Consciousness, Real World Results
What if you walked into your office tomorrow and discovered that others finally understood your work challenges and were ready to help you solve them, that every meeting was valuable, that commitments were always met, and that your strongest talents were finally being put to use?
For more than 10 years, Fred Kofman has helped organizationsranging from small nonprofits to corporations like General Motors, Chrysler, and Microsoftto become learning communities with these remarkable qualities. Now, you can learn how to transform your workplace in the same way.
True learning, the kind that leads to measurable improvement, requires courage and effort, teaches Kofman, but it will happen if you are willing to learn five crucial skills:
- Becoming a Learner, rather than a KnowerHow know-it-alls can harm an organization and how to become an adaptive and responsive learner instead
- Skillful Inquiry and Truth-TellingHow to draw the truth from others respectfully, and how to communicate your own
- Making Conscious CommitmentsHow to ask for and get what you want in a way that builds trust and clarity among those involved
- Understanding and Engaging Your EmotionsHow to use your self-awareness and empathy to become a more effective person
- Personal MasteryHow to stop being a victim and start being a player who engages every dimension of your consciousness to meet your challenges
Becoming more conscious in business requires courage and an open mind. It means putting aside the right way in order to discover something better. If you're ready to make that leap and start turning your workplace into an adaptive and resilient community that cultivates intelligence, creativity, and integrity in every member, Conscious Business is the place to begin.
|Publisher:||Sounds True, Incorporated|
|Product dimensions:||6.00(w) x 8.90(h) x 1.10(d)|
About the Author
English (complete) Fred Kofman, PhD, is Google’s leadership development advisor, a director of the Conscious Leadership Center at the Monterrey Institute of Technology, and a founder and president of the Conscious Business Center International. After earning a PhD in economics from University of California at Berkeley, Fred was a prominent professor at MIT’s Sloan School of Management. There he also worked alongside Peter Senge, the author of The Fifth Discipline, as a senior researcher at the Center for Organizational Learning. Later, Fred founded his global consulting company, Axialent, which has delivered leadership programs to more than 15,000 executives around the world. Throughout his career Fred worked with organizations like AIG UK, Alfa Mexico Group, AMP Australia, Axa, Citicorp, Chrysler, Facebook, General Motors, Google, Heineken Mexico, LinkedIn, Mandiri Bank Indonesia, Master Blenders Netherlands, Microsoft, Pao de Azucar Brazil, Pepsico Mexico, Proeza Mexico Group, PwC, Telefónica Spain, Vodafone Australia, and Yahoo, to name a few. In 2013, Fred took a position of the Vice President of Executive Development at LinkedIn. During this time, Fred and LinkedIn offered a Conscious Business Academy program to professionals around the world. Fred is the author of the trilogy Metamanagement (Granica, 2001), Conscious Business (SoundsTrue, 2006), and The Meaning Revolution: The Power of Transcendent Leadership (Currency, 2018). Sheryl Sandberg, COO of Facebook, writes about Fred in her book Lean In, claiming he "will transform the way you live and work." Beyond his work, Fred loves mountain climbing, skiing, gliding, sailing, freediving, and spearfishing. To learn more about Fred and his work:
- Conscious Business Center International: cbcinternational.org/
- LinkedIn: linkedin.com/in/fkofman/
- Twitter: @fredkofman
Table of Contents
Foreword Ken Wilber ix
Foreword Peter Senge xv
Chapter 1 Conscious Business 1
Chapter 2 Unconditional Responsibility 29
Chapter 3 Essential Integrity 63
Chapter 4 Ontological Humility 97
Chapter 5 Authentic Communication 133
Chapter 6 Constructive Negotiation 167
Chapter 7 Impeccable Coordination 205
Chapter 8 Emotional Mastery 239
Chapter 9 Entering the Market with Helping Hands 273
Further Reading and Viewing List 319
About the Author 325
Most Helpful Customer Reviews
Conscious Business is the first book I've read on an important subject I'd like to tackle as an author: How to move those in an organization from focusing on their selfish interests to concentrating on what creates the most good for the most people . . . with the least potential harm to any individual. I thought that Dr. Kofman did a good job in defining one path to creating mutual benefit in Conscious Business. If people in your organization seem to be emphasizing their own careers rather than the tasks that need doing, this book is a must-read for you! Let me agree with Dr. Kofman about his warning for readers: It's much easier to understand his principles than apply them. But with practice, you can do great things. Here are the goals he sets: 'In the impersonal It dimension, the goal is to accomplish the organization's mission, enhancing its ability to continue doing so in the future, and delivering outstanding long-term returns to shareholders. In the interpersonal We dimension, the goal is to establish cooperative, trusting, and mutually respectful relationships, a community of shared purpose and values in which people feel they belong. In the personal I dimension, the goal is to live in a state of flow, feeling a transcendent happiness that comes from living in full integrity, with one's principles and ideals.' As you can see from this quote, Dr. Kofman draws heavily from his interest in Buddhist tradition and other streams of spiritual beliefs that are outside of the Judeo-Christian tradition. The text is enlivened by quotes from many sides of the spiritual spectrum and psychologists. As a result, the material will speak directly and deeply in places to virtually any reader, regardless of background and beliefs. The risk he points to is a real one: If we don't make our intentions explicit and specific, people will take the knee-jerk route of looking after themselves. That self-focus is the basis of much bureaucratic behavior, procrastination, avoidance, poor customer service, misconceptions, disbelief about what needs to be done, poor communications and over-reliance on tradition. A key exhibit in the book can be found on page 17 where Dr. Kofman draws a contrast between relying on unconscious versus conscious attitudes in business. Here are the unconscious attitudes and their conscious counterparts: Unconscious Attitudes Conscious Attitudes Unconditional blame Unconditional responsibility Essential selfishness Essential integrity Ontological arrogance Ontological humility Unconscious behaviors Conscious behaviors Manipulative communication Authentic communication Narcissistic negotiation Constructive negotiation Negligent coordination Impeccable coordination Unconscious reactions Conscious reactions Emotional incompetence Emotional mastery The book goes on to devote a chapter to each of the seven conscious attitudes (excluding conscious behaviors and reactions from the list above). Since those attitude titles are not exactly self-explanatory, let me see if I can explain each a little more. Unconditional responsibility is the Victor Frankl concept of determining your response to a situation, even if it is a situation you cannot change. You take charge of choosing your response. Essential integrity is acting in accordance with your values, even if the results are less than perfect. Ontological humility is being open to seeing what's going on from the perspectives of others and valuing those perspectives. Authentic communication means sharing your emotions, opinions and knowledge openly with those who appear to be headed in the wrong direction . . . and encouraging them to do the same. From that baseline, you can then proceed to develop options that may better fit what's needed. Constructive negotiation is focused on finding a great solution for everyone, rather than simply winning your point. Impeccable coordination involves making informed commitments, staying on top
Business is an essential part of our lives. Doing business consciously, Fred Kofman, a co-founder of the consulting firm Axialent, is an essential part of living consciously. The author presents a business model where managers are more conscious of the inner and outer lives of employees. Anyone who works intuitively understands there are two types of managers. As a professor of accounting, Kofman begin his classes by having students listen to one of Beethoven¿s pieces over and over. Gradually the students would realize that the music was not in the CD; but in the listening. In music as in business, Information¿s only value is in how it is interpreted.Most recognize the need for smart employees with the latest in technical competency. Kofman argues it is more important, and less recognized, that organizations recruit and retain employees with high-level consciousness. He draws a contrast between unconscious attitudes and their conscious counterparts. They are:Unconscious Attitudes.....................Conscious Attitudes Unconditional Blame.......................Unconditional Responsibility Essential Selfishness........................Essential Integrity Ontological Arrogance.....................Ontological Humility Unconscious Behaviors....................Conscious Behaviors Manipulative Communication..........Authentic Communication Narcissistic Negotiation....................Constructive Negotiation Negligent Coordination.....................Impeccable Coordination Unconscious Reactions.....................Conscious Reactions Emotional Incompetence...................Emotional Mastery.These qualities are simple to understand; yet, they are difficult to implement. They represent common sense; yet, they are not found widely in common practice. They seem natural, yet they challenge deep-seated assumptions individuals hold about themselves, others and their world.Kofman opens the reader¿s conscious to a unique resource for maximizing profit and potential in the workplace and beyond. Written concisely and coherently he communicates an uncommon wisdom about the truth of our emotions and healthy interpersonal practices in business and life. Penned by the Pointed PunditJanuary 16, 200710:12:54 AM
Chapters 4 and 5 are very crucial to shaping an unbiased perspective. It teaches that to disagree with comeone is ok, however further questioning is needed to grasp the full concept of the disagreement and opposing views of the subject.
This book was part of a suggested reading list for a doctoral course on higher level thinking. It should be required. I am not a business major and was resistant to read the book because of the title; however, I am glad I did. It is an easy read but the message is clear and the impact is undeniable. The point Kofman makes is easily translated to any field.
Very useful book that explores inter-personal behaviors in the business environment. Each chapter explores a behavior or trait that we encounter in business organizations on a routine basis...and how to better address those issues within the context of human and inter-personal behaviors. My group at work (11 people) used this book + training from Axialent (the author's consulting company) to try and improve our business performance, from the emotional and inter-personal aspect. It was a very use endeavor, and not the least of which it provides a vocabulary and taxonomy to discuss and recognize certain human behaviors. But...I, and my group, felt that all these ideas are only useful if the company or organization can develop a culture that supports these tenets, and helps nurture them. So this is my complaint. I would like to have more guidance on how to implement the ideas that Prof Kofman expounds in a company or organization. How can a manager (or a non-manager) operationalize these concepts into the corporate culture, so that they can flourish and yield benefits? Perhaps this can be the next book.