Figure 5.1: The Mandala of Agency (MoA) (Source: Created by Elena Lomeli Aguirre) 5.1 Living within Transitions Organisations and individuals often struggle to adapt to the rapidly changing environment. New business practices demand significant adjustments in an already uncertain world (Katsos and Miklian, 2021), often leading to resistance to change (Jung and Shamdasani, 2013; Fromm, 2011). Businesses play a crucial role in the shift toward a well-being economy by redefining growth and developing innovative business models. Many are updating their strategies to navigate these transitions and drive the changes needed for a culture of economic well-being. This research suggests that for this new culture to succeed, both customers and employees must adopt a renewed mindset (Lomeli Aguirre, 2024). Within the current mindset, many of the choices we make arise from narratives constructed by others for us. Such narratives are formulated by the media and what we learn at educational institutions. We also live by the values embedded in those narratives. Yet, there is a profound disconnect between the systems we operate in and the values we intrinsically hold. One hypothesis is that the Cartesian paradigm of separating mind and matter which has long shaped modern thinking, is creating divisions that disconnects us from broader social problems. Figure 5.2 (A) illustrates how we typically look at agents within an organisation. We tend to see each as a separate entity and seldom consider the interaction between them when it comes to organisational change (seen in Figure 5.2 (B)). If individuals in organisations are not able to make this connection, then businesses will struggle to transition to responsible agents. 5.1. Living within Transitions 27 Figure 5.1: The Mandala of Agency (MoA) (Source: Created by Elena Lomeli Aguirre) 5.1 Living within Transitions Organisations and individuals often struggle to adapt to the rapidly changing environment. New business practices demand significant adjustments in an already uncertain world (Katsos and Miklian, 2021), often leading to resistance to change (Jung and Shamdasani, 2013; Fromm, 2011). Businesses play a crucial role in the shift toward a well-being economy by redefining growth and developing innovative business models. Many are updating their strategies to navigate these transitions and drive the changes needed for a culture of economic well-being. This research suggests that for this new culture to succeed, both customers and employees must adopt a renewed mindset (Lomeli Aguirre, 2024). Within the current mindset, many of the choices we make arise from narratives constructed by others for us. Such narratives are formulated by the media and what we learn at educational institutions. We also live by the values embedded in those narratives. Yet, there is a profound disconnect between the systems we operate in and the values we intrinsically hold. One hypothesis is that the Cartesian paradigm of separating mind and matter which has long shaped modern thinking, is creating divisions that disconnects us from broader social problems. Figure 5.2 (A) illustrates how we typically look at agents within an organisation. We tend to see each as 24 5.1 Living within Transitions
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