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L'Enfant-Monde

In 2017, one of these notes examined a concept related to adult development theory. It discussed the necessity for individuals to ‘grow up’ to navigate the world's increasing complexity. The central argument was straightforward: as the world continues to mature, its citizens must mature alongside it.

 

I revisit this idea with a correction as I observe the world becoming increasingly fractured, reactive, and reductionist. More and more, it seems to favor simplistic narratives over nuanced understanding. Instead of maturing, it appears to be regressing into a state of impulsivity, short-term gratification, and emotional volatility. These traits resemble those of childhood or even infancy rather than adulthood.

 

In this context, it is not merely advisable but essential for executives to advance to higher stages of development to guide ‘L’Enfant-Monde’—much like ‘l’Enfant-Roi,’ Louis XIV, who was crowned at the age of five and required mentorship from Cardinal Mazarin, the Superintendent of the Royal Education.

 

Jennifer Garvey Berger’s framework for adult development, recently updated in the new edition of ‘Change On The Job’ (2024), remains a powerful lens to assess levels of developmental maturity. As a reminder, she identifies four distinct ‘forms of mind’ on the path to ultimate wisdom:

 

  1. The Self-Sovereign Stage – At this stage, the individual relies on a narrow, self-centered perspective based on the individual’s own desires and interpretations. Authority and rules are followed not because they are internalized but because they help avoid trouble. There is no empathy. While this stage is often associated with adolescence, it is estimated that 13% of adults remain in it;

  2. The Socialized Stage – 45% of adults operate at this level. There, multiple perspectives can be understood. Having realized their smallness in the world, individuals value belonging to a larger community—a company, a nation, or an ideology. They can internalize external viewpoints but struggle to compromise and resolve conflicts because they lack the independent conviction to arbitrate between competing perspectives;

  3. The Self-Authored Stage – At this level, individuals can hold multiple perspectives. They are guided by their own values and principles (a self-governing system), allowing them to navigate complexity with empathy without being paralyzed by contradiction. About 40% of adults operate at this stage;

  4. The Self-Transforming Stage – Moving from the self-authored to the self-transforming stage requires that individuals first question the infallibility of their own internal system. It allows them to transcend ideology and see patterns, similarities, and connections among multiple stakeholders that others miss. Only a few percent of adults operate in this advanced state.

 

Everything you do or think is shaped by how big a world you can comprehend,’ notes Mrs. Garvey Berger. The higher the stage of adult development, the higher what she calls ‘complexity fitness.’ According to her, achieving a superior level of maturity requires deep reflection, continuous learning, support from a development network, and engagement with diverse perspectives.

 

What is true for executives regarding development and maturity applies to firms as living entities. If the world is growing down, corporate executives – and corporates – must grow up.

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