Excerpt from The New York Times article on Werner Erhard
For several years before his latest professional reincarnation, Mr. Erhard consulted for businesses and government agencies like the Russian adult-education program the Znaniye Society and a nonprofit organization supporting clergy in Ireland.
Enter the Harvard economist Michael Jensen. Dr. Jensen, who is famous in financial circles for championing the concepts of shareholder value and executive stock options, had taken a Landmark course in Boston at the suggestion of his daughter, who mended a rocky relationship with Dr. Jensen after taking the course herself.
“I became convinced we should work to get this kind of transformational material into the academies,” he said, adding that he considers Mr. Erhard “one of the great intellectuals of the century.”
In 2004, with the help of a Landmark official, Dr. Jensen developed an experiential course on integrity in leadership at the Simon Business School at the University of Rochester. The class was offered there for five years, with Mr. Erhard signing on as an instructor during its third year. It has since been taught at several universities around the world as well as at the United States Air Force Academy.
As far as its philosophical underpinnings go, Mr. Erhard struggled a bit to describe the course without resorting to its Delphic phraseology (“ontological pedagogy,” “action as a correlate of the occurring”).
Sitting in front of a bank of computers in his hotel room, he read excerpts from the 1,000-page textbook he is working on, such as: “As linguistic abstractions, leader and leadership create leader and leadership as realms of possibility in which, when you are being a leader, all possible ways of being are available to you.”
Briefly, the course, which owes ideological debts to the Forum and to the German philosopher Martin Heidegger, takes an experience-based, rather than knowledge-based, approach to its subject. Students master principles like integrity and authenticity in order to leave the class acting as leaders instead of merely knowing about leadership.
Filed under: Writings by Others
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