This is a model of how we produce the reality that is generated by our moment-to-moment experience. The model was developed by Ken Wilber to help change agents adopt a more integrated and developmental approach to change in complex situations. It is particularly helpful for leaders addressing personal and collaborative issues to not ignore the four dimensions of reality that can get overlooked, yet have an impact in every context.

THE INDIVIDUAL DOMAINS

The “INTENTIONAL” [inside-out energy]

This quadrant explores the individual/interior aspects of change. It is the domain of experience that only the individual can know when looking at the world from the inside-out. Self-observation can reveal patterns of feeling, thinking and responding to events coming from the external world.  Change driven by outside-in pressures is seldom sustainable if it does not “fit” the internal assessment that a change is beneficial and the individual has the resources to make it happen for them. A person’s mood, emotions, and voice are important factors in this quadrant.

The “BEHAVIOURAL” [bottom-up energy],

This quadrant explores the individual/exterior aspects of change, our shared human capacities, such as innate wisdom and intelligence. It is the domain of experience that involves physical body movement and biologically driven processes such as the nervous system, memory, conversational practices, meaning making, posture, etc. How we talk to ourselves and speak/listen to others plays a major role in determining the actions we choose to take.

THE COLLECTIVE DOMAINS

The “CULTURAL” [outside-in energy]

This quadrant deals with the interior/collective aspects of change. This is when “I” becomes “WE”. This is the territory of shared concerns, assumptions, and conditioning that comes from a shared history. It’s the thinking that happens in conversations where alternative thoughts are questioned, and concerns or assumptions are assessed.  We are speaking to others from the language of our culture, it’s beliefs, stories, symbols, hidden rules, habitual behaviour, and practices.

The “SOCIAL” [top-down energy]

This quadrant addresses the external/collective aspects of change. This is where we agree or disagree about what we assert are facts or objective truths. It’s the domain of observable interactions and rules for social interaction and authority. These are the things in our world that we construct and talk about and agree socially. They give structure to thoughts and actions we can trust, by using an agreed logic, such as verifiable evidence and agreed rules.

So what does it mean?

In this video, Ken Wilber explains the power and importance the model when assessing individual concerns and collective events as  they impact on each other,  locally and globally.

References

A Brief History of Everything by Ken Wilber. Shambhala 2001