Change always catalyzes organizational members to challenge, reframe, and revisit the assumptions that preside over the work they do. But how do recent changes affect individual and collective organizational transformations? More fundamentally, how can we think about learning and transformation in an organizational environment in perpetual…

In this chapter, we reconnect with and reflect on our own stories of working within a university setting and how we create spaces for the possibility of transformative learning. Through this process, we have renewed our purpose to advocate for a deeper focus on "the relational" in those contexts where a dominant focus on systems,…

The workplace is a place where we show up as human beings, subject to human experience. People are no longer willing to leave their spirit-ness at the door. In reality, spirit-ness shows up "without permission" as a revolutionary, powerful, and transformative way of being in a world that too often supports status quo activities that are…

This chapter provides an overview of key principles and practices in executive coaching. Coaching is discussed as a reflective learning opportunity and offers the theoretical grounding, strategies, and case studies for each of four key elements of a coaching engagement.

Organizational learning and transformation and attainment of organizational goals are not at odds. Those who value and consciously integrate whole-person and whole-body strategies in their formal and informal learning practices encourage people to bring their whole selves, including their emotional, physical, and spiritual life, to work. As…