“During the Renaissance, when everything, including life itself, was subjected to analysis, life itself was disassembled into what were considered fundamental but independent activities: work, play, learning, and inspiration.
Institutions were created in which each activity could be carried out independently. Factories were designed for work, not play, learning, or inspiration. Theaters and arenas were designed for play, not work, learning, or inspiration. Schools were designed for learning, not work, play, or inspiration. Museums and churches were designed to provide inspiration, not for work, play, or learning.
However, the transformation to systemic thinking has brought with it a growing awareness of the fact that the effectiveness with which any of these activities can be carried out depends on the extent to which they are integrated. Therefore, it has become apparent that a transformational leader must be able to integrate the various aspects of life in order to effectively pursue development. The transformational leader is one who can create an organization that reunifies life, who integrates work, play, learning, and inspiration.”