Psychosynthesis The Realization of the Self

Psychosynthesis The Realization of the Self
Agile Communications™ is a communications architecture and a set of language building blocks coupled with a fundamental breakthrough in learning technology and self-management. The combination enables people to become effective-to get the results they intend- anytime, anyplace and in virtually any situation. Your aspirations-our passion. 3256 El Suyo Drive San Ramon, CA

Systems Thinking - Expanding the Focus of the Observer How are living systems organized?
Drive to survive, thrive, develop, perfect or actualize. Modularity/Cellular-collection of nested subsystems. Emergence-Self-organizes adaptive specializations or success strategies. The whole is more than sum of parts. The whole defines the nature of the parts. The parts cannot be understood by just studying the whole. The parts are dynamically interrelated or interdependent. Flexible self-regulation or management. Self-correcting, Self-sustaining properties through balancing feedback. Evolution of consciousness, worldview or identity. Expands the focus of the observer, whereas analytical thinking reduces it. Psychologically, inflexible self-maintenance can lead to egotism and rigidity, and to behavior that reacts out of habit instead of responding appropriately to the changing situation. Problematic subpersonalities may be subsystems within the personality that are too tightly maintained, and do not adapt adequately to meet situations. The opposite tendency—inadequate self-maintenance or over-adaptation-- might cause a person to take on the perceived attitudes, values, and behaviors of others, unable to maintain any sense of personal integrity or identity. (Even this complex, however, may actually come from the self-maintenance of a codependent subpersonality created to defend against primal wounding. [see Firman & Gila, 2002]). To self-regulate, systems respond in ways that counteract any deviation from their established patterns of interaction. Systems thinkers call this interchange between system and environment “negative feedback” because it reduces deviation. Such responses change the system’s relationship to the environment to restore conditions to a tolerable range. When we become overheated, for example, negative feedback loops within our body create perspiration, the evaporation of which cools our bodies back to within our optimal temperature range, reducing the deviation of our temperature from this norm. Negative feedback regulates every aspect of systemic functioning; it essentially defines and delimits every system, in complex and interpenetrating webs. Changes in the inner or outer environment may be such that the established patterns of response cannot accommodate them. Systems must adapt themselves, must find new responses. They must deviate from their established patterns; they must seek responses that will bring them back into harmony with their environment. A response that formerly reduced deviation fails to do so under the new conditions; the deviation goes unchecked and even amplifies, becomes greater. Systems theorists call this process “positive feedback.” If this amplification continues long enough, it becomes “runaway positive feedback” which eventually--or quickly--destroys the system. For the system to survive, it must quickly establish new response patterns adapted to the new demands of the environment and supported by negative feedback once again. This is to me a very important part of Psychosynthesis. Our aim is to expand the field of consciousness, to allow us to better understand the various aspects of the sub-conscious and how they affect us. There are two main ways that Psychosynthesis can assist someone in expanding their focus. The first is via the process of dis-identification. Once we have stripped away our identification with the thoughts, feelings, emotions, sensations surrounding our state of being, or stepped outside of our sub-personalities into the self (or another sub-personality) through dialoguing we are able to begin to see a bigger picture. This is expanding even further through contact with the Higher Self, which we use to see the bigger picture from a holistic point of view, outside of the duality and subjective experiences of our sub-personalities. What is important to convey is that the "And" has effectively widened our focus and brought about a synthesis which transcends the limits we faced with the "Either" / "Or" options. Another important systems thinker mentioned by Skyttner is Hegel ( ). The important points of Hegel's in relationship to Systems are as follows: The whole is more than the sum of the parts The whole defines the nature of the parts The parts cannot be understood by studying the whole The parts are dynamically interrelated or interdependent There is a drive in all living matter to perfect itself. Albert Szent-Gyoergyi Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

CAS - Complex Adaptive Systems
Changing Environment Changing Environment Complex Adaptive Behavior Info Out Info In Emergence As for Occam's razor I think that the key is that it requires a theory that covers all of the data. For me the problem with Darwinian and neo-Darwinian theory is that it tends to ignore a lot of the evidence. It is a body of theory that relies heavily on the combination of natural selection and random mutation. One of my college majors was math and and for me probability theory simply doesn't add up with this view. When we look at this theory from the perspective of probability theory and examine just the steps that we know had to occur there simply isn't nearly enough time for it all to have happened. If the amount of available time since the big bang were infinite, then maybe there would have been enough time, but event then the intervals between events wouldn't have been enough. The fourteen billion or so years since the big bang seems like an infinity of time, but in terms of probability it is not. The Rubik's cube example in the article that Shamai posted is a simple demonstration of the problem. We do know of a lot of other evolutionary mechanisms that Darwin had no clue of and that would improve the odds a lot over random chance. He wasn't aware of genes, let alone DNA, gene sharing, symbiotic relationships or epigenetics. Non-linear relationships Feedback loops Open systems Have memory May be nested Boundaries are difficult Dynamic network of multiplicity Self-organization Evolution favors intelligence, size and agility flexibility to turn on a dime and quickly reconfigure competencies, reorganize processes, form strategic alliances, innovate, employ technology, learn how to learn and at the same time, continuously improve day to day performance Agility is the natural ability of some highly integrated complex open systems to accurately sense and quickly and efficiently create and/or deploy effective “success strategies” in a dynamic environment Positive Feedback Negative Feedback Info Out Info Out Info In Self-organized Subsystems Changing Environment Changing Environment

Changing Business Environment
Space / Time Product Lifecycles Knowledge Lifecycles Relationship Stability Optimal Response 80% of problems encountered by organizations are related to human relationships. Shrinking---Time to Market Product / Knowledge Lifecycles -Profit Windows -Cost of Entry Increasing Global Competition labor as well and it isn’t just physical labor. integrative periods in history Everything seems to be converging at warp speed. Digital technologies, communications technologies, biotechnologies and nano or molecular technologies are integrating creating unparalleled opportunities for further innovation in every facet of life. New products and services are emerging, connecting, converging and evolving into more and more complete and complex solutions. Organizations, products and services swarm around opportunities and become shape shifting “virtual corporations”. Integrated supply chains, medicine, education, agriculture, pest management and government are all the buzz. Innovation and hence new knowledge emerges daily and is spread around the world in internet time. All of this drives change, disruptions Reinventions and the corresponding Role / Relationship Instability To coordinate this change and keep up with the knowledge there are more Committees, Matrices, Dotted Lines As a result, we are confronted with blurred boundaries and responsibilities Conversations Different Mindsets: Engineers, ops cultures. Sales, finance etc. Generations. Keep in mind that over the course of history, people began to think that their system of knowledge and faith were so crucial to the meaning of their lives that they had to kill other human beings who had different systems. New Knowledge does not always make us happy.“staggering increases in technical and social complexity It only takes a few unproductive conversations to derail schedules, generate unnecessary churn and cut profits. The resulting chaos / stress of and extremely challenging time and performance demands. Evokes inappropriate use of power personal or organizational to gain control. “Commanders”, “Bullies” “Hiders” The bottom line is more unproductive conversations. Cooperation and Competition Productive Conversations More and more individuals are confronted with blurred boundaries and responsibilities, an explosion of new knowledge, staggering increases in complexity and rapid change. There are more and different organizational, technical, generational, role, style and cultural mindsets to contend with. Need to understand and work with product, service and solutions people. Knowledge lifecycles are shrinking, making it more difficult to keep up and / or access the best available knowledge AND success now depends on specialized knowledge, contextual knowledge and knowledge of other domains. Accessing and leveraging the knowledge of others is crucial. Where results used to depend primarily on your effectiveness within your area of specialization or technology, now you must be effective there and at the interface with multiple domains. Primary role Collaborative Leader. You need to be both “Specialist” and “Generalist”, effective as an individual contributor, and. Work well in situations that are concrete, technical or black and white and in big picture situations full of ambiguities, contradictions and complexity. knowledge Seeker, Source All of which, are different mindsets. Job stability and predictability are no longer reasonable assumptions. You can no longer rely on past experience alone. No one can tell you exactly what to do in the novel environments you will find yourself in. There are no exact role models, detailed road maps and blueprints. It's an AND world out there and you must co-evolve with it. Lists are longer, more complex and time sensitive. Trying to keep it simple, is like burying your head in the sand. The only long term sustainable competitive advantage is personal agility – become situationally effective and adaptive across a broad spectrum of people, boundaries and situations. Interpersonal effectiveness is now more crucial to your success than it has ever been. Add to that, the stress of continuous change and extremely challenging time and performance demands. It only takes a few unproductive conversations to derail schedules, generate unnecessary churn and cut profits. Synergistic Execution Converge different mindsets into productive conversations and aligned action quickly. ? Survive and Thrive? Globalization / Competition Technological Convergence / Synthesis Innovation / New Knowledge Organizational Convergence / Synthesis / Virtualization Activity Across Blurred Boundaries Matrices / Dotted Lines / Boards / Committees / Social Networks Unclear Responsibilities / Authority Different Cultures / Mindsets / Generations Complexity-Social and Technological Disruptive Change Resistance / Conflict / Churn / Chaos / Stress - “Commanders” / “Hiders” Unproductive Conversations 80% of problems are related to human relationships.

How Toxic Colleagues Corrode Performance
48% decreased their work effort, 47% decreased their time at work, 38% decreased their work quality, 66% said their performance declined, 80% lost work time worrying about the incident, 63% lost time avoiding the offender, 78% said their commitment to the organization declined. Most of us, contrary to our values and good intentions, engage in defensive strategies when faced with the competing perspectives of others. We automatically push our viewpoint, attempt to "win", and try to avoid being seen as wrong or not knowing. Frequently we don’t even realize when we are doing it. No matter how much we improve organizational structure and processes, or how effectively and quickly we get the right people together, with the right information, our planning and decision making cannot thrive without altering these defensive patterns. We will continue to experience limited results if we do not learn self-management. Berating bosses; employees to take credit for others' work, assign blame, or spread rumors; and coworkers who exclude teammates from networks -all of these cut a swath of destruction that's often visible only to the immediate victims. Targets of bad behavior become angry, frustrated, and even vengeful. Job satisfaction falls and performance plummets. Some employees leave, but those who stay may take a bigger toll on the organization. “They can and do sit in the boat without pulling the oars…. and that may be worse than leaving .” As companies/workforces and depend on the staff left behind to do more, they can't afford to let a few noxious employees corrode everyone else's performance. Uncivil behavior should be penalized and repeat offenders cut loose Harvard Business Review 5/2009

Self-management Problems
Agile Communications Self-management Problems How often do people get emotionally upset, frustrated, defensive, angry? How often do people get very critical or judgmental of self or others? How often do people get into unproductive conflict? How often do people get anxious or fearful? How often do old habits or “Success Strategies” limit effectiveness? How often do people have difficulty sustaining motivation when faced with the less enjoyable aspects of their job? How often people set goals and not follow through? How resilient or adaptive are people when faced with change? Do you believe there are skills, behaviors, or attitudes, that would cause people to be much more effective? What prevents them from acquiring them? Emotional upsets, unproductive conflict, frustration, anger, fear, worry, avoidance, stress, distractions, motivation, procrastination, resistance to change, blocked learning and other counter-productive behaviors. How are you handling the stress from the demand to do more with less and shrinking time? How aware are you of your purpose and strategy in the various situations you enter. All of these issues dramatically affect how accurately you sense, perceive or understand situations and how effectively you respond. To solve these problems and others you need to understand your personal operating system and develop self-awareness and will. 1 issue is Accurate Sensing or awareness. You can’t do anything unless your aware in real time of what is going on in you. Follow when you should lead? In addition to solving these problems you will gain the opportunity to be all of what you may be and lead a more purpose driven and richly satisfying life To master your unproductive emotional reactions and defensive behaviors, you must realize that understanding them is fifty percent of control of the mind, and you have to work at it as an accountant would work to balance his books, as a musician has to work to master his instrument."

Evolve Create / Self-manage Multiple Adaptive Specializations or
Agile Communications Peter’s Universal Law of Success- All Living Systems Sense and Response Agility Environment Situation Context Opportunity Potential Threats Independence effect change increase variation. Affiliation enhance fit reduce variation. As cells, people and organizations our effectiveness, in any situation, is driven by the accuracy of our Sensing/perception/understanding of the situation and the aptness of our responses products, services, interactions. How well you comprehend the situation and how effectively you respond to it. Organism / We show up with complementary drives for independence and affiliation. To stand out be self defined and to be a part of something great. In any situation we search for nutrients that will help us survive thrive and grow. Mind is constantly alert to improve it’s chances. Strives to stay even. Ceaseless search for, need satisfiers business or personal. Need satisfiers are ideas, experiences, money, products, opportunities to solve problems, whatever brings satisfaction to human and business needs in the environment. What ever is deemed important or valued. And we assess and address perceived threats to what is important to us. We sense what the market needs, and respond. We assess threats competition technological etc. So we set Goals, plans actions to acquire nutrients, solves problems, deal with threats competitors.. How effective we are depends upon how accurately we Sensing-Perceive, detect, understand, intuit, notice, analyze, discern. What’s out there. Business Intelligence data gathering, intuition whatever. The Effectiveness of our response. How well the response. Achieves / Satisfies / Solves: Purposes, Goals, Needs, Problems, Opportunities, Threats (Business and Personal) Yours and Environments in play. Our responses also always involve behavior that seeks to effect change on the environment Direct Assert Persuade Influence, Inspire or enhance fit Ask Listen Understand Relate Explore Affiliate, understand, befriend etc.To be effective in complexity, different contexts and situations we self-organize different success strategies or adaptive specializations. Engineering, Marketing, Service etc. As individuals we self-organize into different roles for different situations or contexts. Environment. Manger, Techy, Father etc. with the intent of effecting change and enhancing fit with their environment. Faced with environmental pressure or opportunity the organism, person or organization discovers an adaptive success strategy that involves real time sensing, behavior intended to effect change or enhance fit or some combination thereof and self management. The more effective and efficient the strategy is more successful the organism is over time. Each of these specializations have Different Mindsets. what are the nutrients for problem solver? Motivator, Supervisor, Delegator/ Corporation as a whole. So we set Goals, plans actions to gets nutrients, solves problems, deal with threats competitors. Effectiveness—Appropriateness, Fitness, Satisfies needs, Quality Direct Assert Persuade Influence, Inspire,-----Ask Listen Understand Relate Explore AC is based upon the universal principles of effectiveness and efficiency in all living systems. Cells have sensors that probe the environment searching for chemicals podules that sense nutrients and reach out and grab those nutrients. They generate proteins and other chemical compounds that effect change on other compounds. More often than not they do so by chemical bonding. A cell’s success strategy is to effect change on it’s environment through bio-chemical processes reactions. All chemical reactions are processes that change the molecular composition of a substance by redistributing atoms or groups of atoms through bonding. Without altering the structure of the nuclei of the atoms. the resulting oppositely charged ions are held together by attraction. enzymes catalyze or increase the rate of the reaction without itself undergoing any change. They either facilitate the formation of a double bond within a chemical compound, or the addition of a chemical group or double bond. Poison reaction-inhibiting substance: Divide become independent and then combine with other cells form larger systems or organs. Cell Division leaves a deeply ingrained process that gets replicated at higher levels of the system. Biogram All human systems have a drive for independence and a drive for affiliation. Take either away and the system extinct or dies. And organizational level the same success strategy applies. Organizations use innovation and persuasion or value proposition to effect change on their environment. Role enhance it using quality management measuring customer satisfaction CRM they use technology information technology middleware e business effects change for the purpose of enhancing fit . SAP, Middleware we make decisions based upon for knowledge we think fits the situation individuals use persuasion or coercion to effect change In order for the success strategy to sustain itself there has to be some self-management function something to control or regulate the application of the strategy. In the individual it is the ego I . In the organization you have an org chart which defines roles and relationships.There is an org chart. When a system is mal functioning it is either not sensing accurately, poor self-management, don’t have the right mix of effecting change and enhancing fit relative to there environment. As individuals it shows up Survival of the fittest favors fitting with an environment or affiliation. Accurate Sensing Agility Innovate Adapt Execute / Align / Fit Evolve Create / Self-manage Multiple Adaptive Specializations or Subsystems Independence Effective Responses Survive, Thrive, Evolve Nutrients Effect Change Affiliation/Fit Enhance Fit Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

Organizational Sense and Response Agility
Agile Leadership Organizational Sense and Response Agility It’s an AND world. Adapt “Catch Waves” Robust Viability Web 2.0 tools not to mention a new financial incentive system -- encourage executives to work together like never before. Pull back the tent flaps and Cisco citizens are blogging, vlogging, and virtualizing, using social-networking tools that they've made themselves and that, in many cases, far exceed the capabilities of the commercially available wikis, YouTubes, and Facebooks created by the kids up the road in Palo Alto. The bumpy part -- and the eye-opener -- is that the leaders of business units formerly competing for power and resources now share responsibility for one another's success. What used to be "me" is now "we." distributed idea engine where leadership emerges organically, unfettered by a central command. The goal is to get more products to market faster, and Chambers crows at the results. "The boards and councils have been able to innovate with tremendous speed. Fifteen minutes and one week to get a [business] plan that used to take six months!" "the variety in the control system must be equal to or larger than the variety of the perturbations in order to achieve control" This simply means that a flexible system with many options is better able to cope with change. One that is tightly optimised for an initial set of conditions might be more efficient whilst those conditions prevail but fail totally should conditions change. And in today's business world, conditions change daily. In its original setting of control theory, Ashby's Law concerns controllers trying to keep a system stable. The more options the controller has, the better able it is to deal with fluctuations in the system. Variety of input can only be dealt with by variety of action. The application of the Law of Requisite Variety in business is obvious. Companies need to be sufficiently adaptable to cope with a changing environment. A company that is too rigid faces potential danger if its market changes or even disappears. Consider the rise of digital photography. Companies that specialised in the production and processing of film are having to adapt to survive. Another example is the music industry which has had great trouble adapting its business models to the internet. Those old models were excellent for the age of physical goods such as CDs but could not cope with the system peturbations introduced by downloaded digital music. These examples show why in the long term innovation and creativity are essential for a successful business. Encouraging a creative environment means taking some risks, of course. However a rigid environment that stifles innovation might well just be storing up greater risks for the future. Companies typically focus on one of these strategies. Multiple complementary Sense and Response “Success Strategies” Different Mindsets Just like Engineering, Finance, Operations, Sales, HR, marketing etc. Innovate: Adapt: distributed idea engine where leadership emerges organically "We want a culture where it is unacceptable not to share what you know,“ Distributed Agile Leadership Enhance System Self-management Communications / Leadership Architecture Perform: Balance, Individual Agility, Vision-See the big Picture On top of the wave, Communication Change Evolve Learn: AND AND Multiple Collaborative Subsystems 2.0 Knowledge Sharing Enabling Technologies Distributed Agile Leadership Perform “Ride Waves” Synergistic Quality Execution Innovate “Create Waves” Preemptive Leadership We Me Want AND AND Change / Evolve / Learn “Be and ‘let go’ of Waves” Adaptive Capacity / Changeability Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

Situational Effectiveness Own Domain AND At Interface
Agile Leadership Individual Sense and Response Agility - Agile Leadership Self-organize and manage many subsystems with different mindsets. Specialist AND Generalist AND Strategist Technical AND Business AND People Savvy Systems AND Process AND Results Oriented “Primary Role” AND “Systems Thinker” AND “Collaborative Leader” AND “Doer” AND “Inquirer” AND “Advocate” AND “Negotiator” AND “Delegator” AND “Coach” AND “Creator” AND “Conflict Manager” AND “Change Manager” AND “Director” AND “PM” AND “Thought Leader” AND “Diplomat” AND, AND, AND, Situation Context Pressure Opportunity Threat Numerous studies have shown that the number one predictor of success is the ability to be effective in new or novel situations. Blocked development is one of the key reasons for career derailment, poor performance and job dissatisfaction. You can no longer rely exclusively on old “success strategies’ and competencies-that worked in the past. The only long-term sustainable advantage is Agility. Learning how to learn new success strategies is crucial to the trajectory of your career and your personal life. Where results used to depend primarily on your effectiveness within your area of specialization or technology, now you must be effective there and at the interface with multiple domains. Primary role Collaborative Leader. You need to be both “Specialist” and “Generalist”, effective as an individual contributor, and. Work well in situations that are concrete, technical or black and white and in big picture situations full of ambiguities, contradictions and complexity. knowledge Seeker, Source All of which, are different mindsets. Knowledge lifecycles are shrinking, making it more difficult to keep up and / or access the best available knowledge AND success now depends on specialized knowledge, contextual knowledge and knowledge of other domains. Accessing and leveraging the knowledge of others is crucial. Job stability and predictability are no longer reasonable assumptions. You can no longer rely on past experience alone. No one can tell you exactly what to do in the novel environments you will find yourself in. There are no exact role models, detailed road maps and blueprints. It's an AND world out there and you must co-evolve with it. Lists are longer, more complex and time sensitive. Trying to keep it simple, is like burying your head in the sand. The only long term sustainable competitive advantage is personal agility – become situationally effective and adaptive across a broad spectrum of people, boundaries and situations. Interpersonal effectiveness is now more crucial to your success than it has ever been. Roles with Different Mindsets/Worldviews How do we get there???? Enabling Technology. Knowledge of psychology. Knowledge of a system, Variation and Psychology. It’s easier than we think. More and more individuals are confronted with blurred boundaries and responsibilities, an explosion of new knowledge, staggering increases in complexity and rapid change. There are more and different organizational, technical, generational, role, style and cultural mindsets to contend with. Need to understand and work with product, service and solutions people. Add to that, the stress of continuous change and extremely challenging time and performance demands. It only takes a few unproductive conversations to derail schedules, generate unnecessary churn and cut profits. Synergistic Execution Converge different mindsets into productive conversations and aligned action quickly. Productive Conversations"the variety in the control system must be equal to or larger than the variety of the perturbations in order to achieve control"This simply means that a flexible system with many options is better able to cope with change. One that is tightly optimised for an initial set of conditions might be more efficient whilst those conditions prevail but fail totally should conditions change. And in today's business world, conditions change daily. In its original setting of control theory, Ashby's Law concerns controllers trying to keep a system stable. The more options the controller has, the better able it is to deal with fluctuations in the system. Variety of input can only be dealt with by variety of action. The application of the Law of Requisite Variety in business is obvious. Companies need to be sufficiently adaptable to cope with a changing environment. A company that is too rigid faces potential danger if its market changes or even disappears. Consider the rise of digital photography. Companies that specialised in the production and processing of film are having to adapt to survive. Another example is the music industry which has had great trouble adapting its business models to the internet. Those old models were excellent for the age of physical goods such as CDs but could not cope with the system peturbations introduced by downloaded digital music. These examples show why in the long term innovation and creativity are essential for a successful business. Encouraging a creative environment means taking some risks, of course. However a rigid environment that stifles innovation might well just be storing up greater risks for the future. natural, inside-out, self-organizing process that takes place (mostly subconsciously) in response to inner promptings and environmental pressures. One’s self-organizing process again and again reorganizes the character or role structure of the personality to establish new world views and new ways of interacting with the environment in an effort to have individuals find their “niche” and to be more fully “themselves.” The self-organizing process is a creative process involving multi-level iterations and or reiterations of micro and macro learning cycles of discovery, replication, and integration. Situational Effectiveness Own Domain AND At Interface ME to WE Worldview We Me Want It’s an AND world. Law of Requisite Variety: In any system of humans or machines, the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

How do we self-organize Me to WE worldview ?
Key Individual Challenges Psychosynthesis Addresses 80% of problems are related to human relationships. How do we self-organize Me to WE worldview ? Evolve level or stage of personality development? How do we as individuals become agile leaders? Self-management – manage thinking, habits and emotions. Self-organize many new subsystems or roles with different mindsets? Overcome reluctance to personal change? Build adaptive capacity and accelerate learning? Understand why people behave as they do and appreciate uniqueness? We Me Want Be like me to be unique. Numerous studies have shown that the number one predictor of success is the ability to be effective in new or novel situations. Blocked development is one of the key reasons for career derailment, poor performance and job dissatisfaction. You can no longer rely exclusively on old “success strategies’ and competencies-that worked in the past. The only long-term sustainable advantage is Agility. Learning how to learn new success strategies is crucial to the trajectory of your career and your personal life. This simply means that a flexible system with many options is better able to cope with change. One that is tightly optimised for an initial set of conditions might be more efficient whilst those conditions prevail but fail totally should conditions change. And in today's business world, conditions change daily.In its original setting of control theory, Ashby's Law concerns controllers trying to keep a system stable. The more options the controller has, the better able it is to deal with fluctuations in the system. Variety of input can only be dealt with by variety of action. This should be well known to anyone who has programmed a non-trivial strategy game. Successful algorithms often include a bonus for keeping your options open whilst minimising those of an opponent. Perhaps the most obvious example of this is Reversi (also known as Othello) where the best strategy for the beginning of the game is counter-intuitive because it emphasises minimising the opponent's options. Just Systems thinking Expands field of the observer of external systems. Systems psychology Expands the field of individual consciousness. Especially so if the psychology is consistent with Systems thinking. Group consciousness involves identification with a group and a political awareness or ideology regarding the group’s relative position in society along with a commitment to political action aimed at realizing the group’s interests

Be like me to appreciate uniqueness?
Organizational Challenges Psychosynthesis Addresses 80% of problems are related to human relationships. How do we as a group Build ME to WE cultural values, consciousness or worldview? Be like me to appreciate uniqueness? How do we as a group become agile? Reduce reluctance to change? Manage conflict? Build adaptive capacity or changeability? Co-evolve business strategies and leadership styles? Enhance synergistic execution – get everyone on the same page with aligned intentions and wills? We Me Want Be like me to be unique. This simply means that a flexible system with many options is better able to cope with change. One that is tightly optimised for an initial set of conditions might be more efficient whilst those conditions prevail but fail totally should conditions change. And in today's business world, conditions change daily.In its original setting of control theory, Ashby's Law concerns controllers trying to keep a system stable. The more options the controller has, the better able it is to deal with fluctuations in the system. Variety of input can only be dealt with by variety of action. This should be well known to anyone who has programmed a non-trivial strategy game. Successful algorithms often include a bonus for keeping your options open whilst minimising those of an opponent. Perhaps the most obvious example of this is Reversi (also known as Othello) where the best strategy for the beginning of the game is counter-intuitive because it emphasises minimising the opponent's options. Just Systems thinking Expands field of the observer of external systems. Systems psychology Expands the field of individual consciousness. Especially so if the psychology is consistent with Systems thinking. Group consciousness involves identification with a group and a political awareness or ideology regarding the group’s relative position in society along with a commitment to political action aimed at realizing the group’s interests

Stages of Development Descriptors-Adults Jane Loevinger, Bill Torbert, Robert Kegan
Autonomist – Magician / Alchemist. Autonomy of self and others - true interdependent relationships -spontaneity, generosity, creativity, uniqueness and diversity - synthesizes opposites and provides transformative events for others. Sense of purpose. Inter-individualistic - Strategist. WE Worldview Shift towards concern for interpersonal relations and strategic systemic thinking. Growing self knowledge leads to less projection and greater mutuality. Shift from personal goals to shared goals. Conscientious - Achiever. ME Worldview Independence, strong intention to succeed, be the best. Identify as role or goal. Respects differences, low mutuality- projects problems onto others. Conscientious-conformist – Expert / Technician. ME Worldview Self-discipline, self-control and reliance on own experience and judgment. Eager problem solvers that base decision-making on analysis and merit. Interpersonally, they can be perfectionistic and critical. Conformist - Diplomat. You Worldview Strong need to fit in and get along. Need for inclusion, affiliation. Tend to conform with or rely on decisions of others. Recognizing individual uniqueness enables people to situationally suspend ego-based competitiveness and work with others, not only with respect for differences, but with authentic appreciation, complementarity and mutuality. In this context team members can cross-catalyze each other’s self-organizing process, creating a self-perpetuating personal and team learning process. As people grow personally and as a team, a corresponding increase in synergy and productivity occurs. Loevinger postulates five levels of ego development in adults. Each level represents a world view and level of cognitive functioning that shapes perception to sustain itself. Loevinger’s model is very complementary to Psychosynthesis..It isn’t the case that lower levels disappear they are assumed by the higher level /nested subsystems.The cluster of habits, subpersonalities continues to exist and express. They just don’t have all the sway Management by Objectives (MBO) emphasized elaborate methods of decentralized individual and collective goal setting, planning, and “whatever-it-takes” action. Acting congruently with MBO demands managers move beyond past success strategies of pleasing the boss and being conscientious problem solvers to setting ambitious goals and making them happen. For many this has been a relatively easy step, as ample role models exist and the dominant American culture seems synchronous. Total Quality Management (TQM) focused on a “process” oriented theory of management and decision making. It established empowered teams and employed statistical methods to continuously improve business processes, in order to improve quality and customer satisfaction. In TQM emphasis shifts from just getting results to examining and continuously improving the processes that produce the outcomes. This requires a fundamental shift in values, cognitive functioning, world views, attitudes, and behaviors of individuals, along with parallel, supportive changes in the organizational culture. A more collective consciousness, greater valuing of interpersonal relations, more understanding of oneself and others, and seeing the organization as a collection of business processes are representative of the kinds of individual and cultural shifts most often needed by American Organizational Learning (OL), the most recent technology to emerge, combines a “systems thinking” perspective with tools for understanding and working more dynamically with highly complex systems and processes. Currently, Organizational Learning, with its emphasis on systems thinking, mental models, dialogue and personal mastery, demands yet another level of personal growth and cognitive functioning. To grasp and employ OL, managers must not only have a process orientation and the ability to act in accordance with end values, but must also understand Systems Thinking and complex systems. While in Psychosynthesis basic training in Canada, my image for the “I” or self was a series of what looked like filters for camera lens rising upward. The filters became increasingly clear as you moved upward. I didn’t know what to make of it at the time. Maybe, I thought, they represented dominant sub-personalities or clusters? Ten years later, with self-organization in mind, Loevinger’s work just clicked. Complex adaptive systems evolve by constructing higher and higher order organizing centers that temporarily sustain themselves by identifying with rules, values etc.. The Psychosynthesis “I” or self identifies with the world view and values associated with each level. Stages of Ego DevelopmentDescriptorsAutonomistMagiciansynthesize opposites, provide transformative events Inter-individualistStrategiststrategic perspective-value context and relationshipsConscientiousAchieversucceed-be the best –project problems Conscientious-conformist Technicianself-discipline, self-control and self-relianceThe Inter-individualist aka Strategist exhibits a shift towards concern for interpersonal relations and strategic thinking. Growing acknowledgment of inner conflict leads to less projection and greater mutuality enabling more frequent and productive collaboration. This level also reflects a marked shift in orientation from personal goals and achievements to a process and systems oriented strategic perspective where timing, context and partnering relationships are crucial. Strategists appreciate paradox, ambiguity, synthesis and theorizing.The Autonomist fully acknowledges and copes with inner conflict without the tendency to repress or project out. Decisions can be made and commitments kept in the face of inner conflict and/or ambiguity. Autonomy of self and others is highly valued, enabling true interdependent relationships. Collaboration takes place in the context of a shared purpose that is aligned with the individual’s sense of purpose. Sometimes referred to as Magicians, they balance and synthesize opposites and provide transformative events and experiences for others. Unless people disidentify from their current “success strategies” and level of ego-development and evolve to the Inter-individualist stage their leadership effectiveness in an integrating world will be substantially limited and often counter-productive. They will not be able to accurately and consistently sense what is going on around them nor effectively respond. To connect with the Self or Soul one has to dis-identify from and transcend ego. Consciousness YOU to ME to WE Agility-Behavioral Variety

Stages of Development Studies
Adults Loevinger Managers Torbert Engineers/Mgrs. Bushe and Gibbs Diplomat 6.8 % 10.4% 3.1 Expert 26.1 47.5 35.9 Achiever 40.9 34.3 43.7 Sub-Total 79.7 95.4 82.8 Strategist 14.1 4.6 15.6 Magician 6.2 1.6 Recognizing individual uniqueness enables people to situationally suspend ego-based competitiveness and work with others, not only with respect for differences, but with authentic appreciation, complementarity and mutuality. In this context team members can cross-catalyze each other’s self-organizing process, creating a self-perpetuating personal and team learning process. As people grow personally and as a team, a corresponding increase in synergy and productivity occurs. Ego Development and the “I” (self). The biggest obstacle for most leaders is their over identification with old “success strategies” organized around a level of personal integration (ego development) that keeps them from grasping complexity and acting congruently. Jane Loevinger, Bill Torbet and Robert Kegan developed similar models of ego development. Four studies have employed an ego development assessment device, The Washington University Sentence Completion Test, developed by Jane Loevinger and Associates. Very few managers (less than five percent) scored higher than the Conscientious or Achiever stage. Bushe, G.R. & Gibbs, B. Journal of Applied Behavioral Science, Bushe, Gervase: “Psychological Development and Organization”. The stage of personal growth, world view and level of cognitive functioning that corresponds with MBO is the conscientious (Achiever); with TQM, the inter-individualist (Strategist); and with Organizational Learning, inter-individual to autonomous (Strategist to Magician). Since 1985, four studies have employed an ego development assessment device, The Washington University Sentence Completion Test, developed by Loevinger and Associates. The table below shows those results. Study 1 involved 804 U.S. adults. Study 2 focused on 280 managers in U.S. corporations. Study 3 assessed 69 managers and engineers. And Study 4 involved certified Organizational Development consultants.Studies 2 and 3 show that better than 34 percent of managers have reached the Achiever stage, which correlates well with the widespread acceptance and implementation of MBO during the 1970s and early 1980s. However, very few managers (less than five percent) have apparently advanced beyond the Achiever stage, which accounts for the relatively modest success in implementing TQM. Achievers can be quite adept at setting TQM goals and objectives as well as talking about them. But they apparently cannot “live” it, cannot walk the talk, cannot really operate from a process orientation, collaborate well, or empower others to act. Management by Objectives (MBO) emphasized elaborate methods of decentralized individual and collective goal setting, planning, and “whatever-it-takes” action. Acting congruently with MBO demands managers move beyond past success strategies of pleasing the boss and being conscientious problem solvers to setting ambitious goals and making them happen. For many this has been a relatively easy step, as ample role models exist and the dominant American culture seems synchronous. Total Quality Management (TQM) focused on a “process” oriented theory of management and decision making. It established empowered teams and employed statistical methods to continuously improve business processes, in order to improve quality and customer satisfaction. In TQM emphasis shifts from just getting results to examining and continuously improving the processes that produce the outcomes. This requires a fundamental shift in values, cognitive functioning, world views, attitudes, and behaviors of individuals, along with parallel, supportive changes in the organizational culture. A more collective consciousness, greater valuing of interpersonal relations, more understanding of oneself and others, and seeing the organization as a collection of business processes are representative of the kinds of individual and cultural shifts most often needed by American Organizational Learning (OL), the most recent technology to emerge, combines a “systems thinking” perspective with tools for understanding and working more dynamically with highly complex systems and processes. Currently, Organizational Learning, with its emphasis on systems thinking, mental models, dialogue and personal mastery, demands yet another level of personal growth and cognitive functioning. To grasp and employ OL, managers must not only have a process orientation and the ability to act in accordance with end values, but must also understand Systems Thinking and complex systems. You Me WE

What is Psychosynthesis?
Roberto Assagioli, MD ( ) Psychosynthesis is a psychological model and set of meta-cognitive techniques for facilitating the harmonious integration of psychological parts or subsystems around a unifying center, purpose or Self . Synthesis of Freudian and Jungian analysis with eastern philosophical thought. Resolves psychological traumas. Freud / Jung Expands the field of consciousness to better understand the various aspects of the sub-conscious and how they affect us. Facilitates the realization of the Self – highest potential, purpose through the evolution of consciousness, worldview or identity. Precursor to Third Force In Psychology- Humanistic and Transpersonal Psychology. Evolving open system. In developing psychosynthesis, Assagioli agreed with Freud that healing childhood trauma and developing a healthy ego were necessary aims of psychotherapy, but held that human growth could not be limited to this alone. A student of philosophical and spiritual traditions of both East and West, Assagioli sought to address human growth as it proceeded beyond the norm of the well-functioning ego; he wished also to support the blossoming of human potential into what Abraham Maslow later termed “self-actualization,” and further still, into the spiritual or transpersonal dimensions of human existence as well. In other words, Assagioli envisioned an approach to the human being which could address both the process of personal growth—of personality integration and self-actualization—as well as transpersonal development—that dimension glimpsed This is the essence of psychosynthesis: the harmonious integration of all our component parts around a unifying centre. The tendency towards synthesis is inherent within us. Psychosynthesis, rather than being an artificial imposition of techniques, simply unblocks and stimulates a process that is more closely allied to us than any other: becoming who we are. for example in “peak experiences” (Maslow) of inspired creativity, spiritual insight, and unitive states of consciousness. Assagioli called these two dimensions of growth respectively, personal psychosynthesis and transpersonal or spiritual psychosynthesis (Assagioli, 1965, p. 55; 1973a, p. 33). He also spoke of Self-realization, which we shall later distinguish from both of these. Psychosynthesis is therefore one of the earliest forerunners of both humanistic psychology and transpersonal psychology, even preceding Jung’s break with Freud by several years. Assagioli’s conception of personal psychosynthesis has an affinity with existential-humanistic psychology and other approaches which attempt to understand the nature of the healthy personality and the actualization of the personal self. Similarly, his conception of transpersonal psychosynthesis is related to the field of transpersonal psychology, with its focus on higher states of consciousness, spirituality, and human development beyond the individual self. Accordingly, Assagioli served on the board of editors for both the Journal of Humanistic Psychology and This is to me a very important part of Psychosynthesis. Our aim is to expand the field of consciousness, to allow us to better understand the various aspects of the sub-conscious and how they affect us. There are two main ways that Psychosynthesis can assist someone in expanding their focus Throughout our lives we are consciously and subconsciously striving to be what we may be, to self-actualize (Maslow), Self-realize (Assagioli), individuate (Jung). redirection of basic energies toward a higher and more fulfilling purpose Wilber, Levels of ego development to create some new capability, adaptive success strategy, analytical thinking that keeps us trapped in our problems, and stifles our growth. In therapy, it can lead to an awareness of what our problems are, but seldom, it seems, able to truly see the bigger picture, and find a holistic solution to allow us to grow and move on. This to me is the downfall of psychoanalysis. It has the risk of keeping one trapped within the logical confines of the thought processes, where everything seems pretty much black and white. There is little scope for true creativity or expanding the focus to find a holistic solution outside of what is already known through analysis. Recognizing individual uniqueness enables people to situationally suspend ego-based competitiveness and work with others, not only with respect for differences, but with authentic appreciation, complementarity and mutuality. In this context team members can cross-catalyze each other’s self-organizing process, creating a self-perpetuating personal and team learning process. As people grow personally and as a team, a corresponding increase in synergy and productivity occurs. We find when the various elements of our being are in conflict, our energy becomes blocked, and this causes pain. However, each time that a synthesis of two or more parts of our personality occurs, energy is freed and we experience a sense of profound well-being.

Pragmatic Psychosynthesis - Key Elements
The Egg. Map of the whole. Polarities-balancing and synthesis of opposites. Subpersonalities - nested subsystems and their interactions. Reflexive identification. The “I” or personal self. Awareness Will - Disidentification. - Act of Will. – Skillful Will. Principle methods. Awareness / knowledge of personality, thinking and emotions. Inquiry, receptive thinking, purposeful imagination , guided imagery. Inner dialogue between psychological elements or subsystems. Training of the will. Training, coaching, meditation, interpersonal and group work. The Egg. Is a picture of the whole system expands the focus of the observer to better understand the various aspects of the sub-conscious and how they affect us Sub-personalities are subsystems (adaptive specializations) ways of being, doing and seeing. Each person is a whole or “holon”–a self, more than the sum of his or her characteristics, gifts and skills, wounds and complexes, subpersonalities, family or nation of origin, language, religion, sexual preference, and so on. The IAn important similarity between Psychosynthesis and General Systems Theory is illustrated in a quote from Skyttner's book: "Systems thinking expands the focus of the observer, whereas analytical thinking reduces it." This is to me a very important part of Psychosynthesis. Our aim is to expand the field of consciousness, to allow us to better understand the various aspects of the sub-conscious and how they affect us. There are two main ways that Psychosynthesis can assist someone in expanding their focus. The first is via the process of dis-identification. Once we have stripped away our identification with the thoughts, feelings, emotions, sensations surrounding our state of being, or stepped outside of our sub-personalities into the self (or another sub-personality) through dialoguing we are able to begin to see a bigger picture. This is expanding even further through contact with the Higher Self, which we use to see the bigger picture from a holistic point of view, outside of the duality and subjective experiences of our sub-personalities. I believe that it is analytical thinking that keeps us trapped in our problems, and stifles our growth. In therapy, it can lead to an awareness of what our problems are, but seldom, it seems, able to truly see the bigger picture, and find a holistic solution to allow us to grow and move on. This to me is the downfall of psychoanalysis. It has the risk of keeping one trapped within the logical confines of the thought processes, where everything seems pretty much black and white. There is little scope for true creativity or expanding the focus to find a holistic solution outside of what is already known through analysis. Skyttner also writes: "Synthesis does not create detailed knowledge of a system's structure. Instead it creates knowledge of its function (in contrast to analysis). Therefore, synthesis must be considered as explaining while the scientific method must be considered as describing." This illustrates a very important difference between synthesis and analysis. I believe that Psychosynthesis, through its various processes, allows us to explain the things we need to understand. Bringing about an understanding is very important, whereas, to me describing something leaves us with knowledge only. In the Qabala the sphere of knowledge is pretty much an illusionary sphere. It is located below the supernal (transpersonal) spheres where wisdom and understanding reside. Another important similarity between General Systems Theory and Psychosynthesis is found in the use of analogy. Skyttner relates that "analogies are explanations done by relating something not yet understood to something understood" and that this can be promoted to achieve integration. Psychosynthesis makes extensive use of analogy and metaphor to allow us to work on a symbolic level within the sub-conscious. For instance, the process involved finding an "And" (synthesis between polar opposites) can be best related through analogies. Even describing the "And" process we can show that it is set apart from "Either" / "Or" logic. For instance we could illustrate the "And" principle by giving two statements: You can have either a piece of cake or a biscuit. You can have a piece of cake and a biscuit. People tend to understand this quite easily. We can then set about with further analogies to what we are trying to achieve within the sub-conscious with a further example of finding an "And" within a group of people: Another important systems thinker mentioned by Skyttner is Hegel ( ). The important points of Hegel's in relationship to Systems are as follows: The whole is more than the sum of the parts The whole defines the nature of the parts The parts cannot be understood by studying the whole The parts are dynamically interrelated or interdependent This fits in well with the Psychosynthesis concept of the psyche as represented by Assagioli's Egg Diagram. A person is more than just a sum of memories. A person is more than their thoughts, feelings, emotions, sensations, and body (as recounted in the Disidentification Exercise). The Higher Self, which can be seen as the pattern behind our being, defines the nature of the whole and ultimately this defines how the parts are through life experiences guided along a personal path of self-growth via the Higher Self. We cannot understand our sub-personalities, emotions, thoughts, feelings or bodily state via looking at the whole person, but we can see that each is interrelated and interdependent. There is a constant interplay (often given an analogy of a dance) between such things as our feelings, our sub-personalities, and even our relationships with other people and beings.

The Psychosynthesis Egg
Permeable boundaries. Information flows inside and outside. Open system. SELF- Transpersonal/Personal-Soul / Life Purpose / Wisdom Transcendent and immanent I and Self , they are distinct but not separate, with I being a reflection of the Self. The description of the I/Self makes it clear that I/Self is not an entity but more like an ongoing process, experienced as Presence, openness to values and sense of purpose. Identifying with a process is not possible without destroying the nature of being and thus only in a state of disidentification can we experience the energy of I or Self. “I” or Personal or Conscious Awareness / Will Reflection of SELF Our sense of I conscious self, or “I.” This self is a point of pure consciousness and will, and experienced as the inner observer and actor when disidentified from the content of consciousness (thoughts, emotions and sensations etc.) Expands focus of the observer. Fielf of Consciousness or the content of consciousnesss . What we are aware of in the moment.is typically embedded in our thoughts, feelings subpersonalities in any given moment our field of consciousness which are generally located in the middle unconscious.and all influenced by the environment, unconscious etc.The Ego comprises that organized part of the personality structure which includes defensive, perceptual, intellectual-cognitive, and executive functions. Conscious awareness resides in the ego, although not all of the operations of the ego are conscious. The ego separates what is real. It helps us to organize our thoughts and make sense of them and the world around us. In modern-day society, ego has many meanings. It could mean one’s self-esteem; an inflated sense of self-worth; or in philosophical terms, one’s self. However, according to Freud, the ego is the part of the mind which contains the consciousness. Originally, Freud had associated the word ego to meaning a sense of self; however, he later revised it to mean a set of psychic functions such as judgment, tolerance, reality-testing, control, planning, defense, synthesis of information, intellectual functioning, and memory. [11 SELF-Transpersonal Essence / Life Purpose / Wisdom Love and Will “I” or Personal Self Center of Awareness / Will Field of Consciousness Content of Awareness Middle Unconscious Learning / Subpersonalities Lower Unconscious / Freud Pleasure-Pain Principle 6. Higher Unconscious-Superconscious Meta-motivation / Search for Meaning Meta–mind / Abstract / Intuitive Transcendent Experiences / Qualities Collective Unconscious Carl Jung / Archetypes / Mythologies 2 3 4 6 7 5 1 “I” Future Potential Middle Unconscious The middle unconscious (2) is the pre-conscious, and the psychic elements are similar to those of the waking consciousness, so the exact nature of this content depends on the stage of development of the particular individual. It is, however, composed of the ordinary psychological functions of mind, emotions and imagination and to the corresponding levels of consciousness. Assagioli wrote that the middle unconscious “is formed of psychological elements similar to those of our waking consciousness and easily accessible to it. In this inner region our various experiences are assimilated...” Thus this is the area in which we integrate the experiences, learnings, gifts, and skills-physical, emotional, cognitive, intuitive, imaginal, structures that synthesize various elements of our experience into meaningful modes of perceptionand expression. from learning to walk and talk, to acquiring a new language, to mastering a trade or profession, to developing social roles. All such elaborate syntheses of thought, feeling, and behavior are built upon learnings and abilities that must eventually operate unconsciously. There is also a mysterious profundity of the middle unconscious that can be seen in the creative process. Here we may have been working towards a creative solution to a problem, AHA! This type of experience is common in human creativity, in flashes of intuitive insight, and in the wisdom of nocturnal dreaming. Lower Unconscious / Freud The lower unconscious (1) encompasses first of all the elementary psychic activities that govern the organic life. It is also the seat of the fundamental drives, such as sexuality, self-preservation and aggressiveness, dreams and imaginations of an inferior kind, and many complexes, charged with intense emotion. The Id comprises the unorganized part of the personality structure that contains the basic drives. The id acts as a pleasure principle: if not compelled by reality it seeks immediate enjoyment.[3] It is focused on selfishness and instant self-gratification. It is the dark, inaccessible part of our personality, what little we know of it we have learnt from our study of the dream-work and of the construction of neurotic symptoms, and most of this is of a negative character and can be described only as a contrast to the ego. We all approach the id with analogies: we call it a chaos, a cauldron full of seething excitations... It is filled with energy reaching it from the instincts, but it has no organization, produces no collective will, but only a striving to bring about the satisfaction of the instinctual needs subject to the observance of the pleasure principle. Higher Unconscious-Superconscious The higher unconscious (3) is associated with the levels of higher abstract mind, higher imagination, intuition and transpersonal will. That is why contact with these levels is experienced as “higher intuitions and inspirations – artistic, philosophical or scientific, ethical ‘imperatives’ and urges to humanitarian and heroic action” (Assagioli, 1975: 17).it has a better sense of the self's ideal than the ego or conscious self does. It thus directs the self, via archetypes, dreams, and intuition, and drives the person to make mistakes on purpose. In this way, it moves the psyche toward individuation, or self-actualization.might include beauty, compassion, courage, creativity, wonder, humor, joy, bliss, light, love, patience, truth, faith, and wisdom. Spiritual Drives – Search for Meaning-Transcendent Experiences / Qualities Maslow –Self actualize Qualities Thus the principle of, and the trend to, synthesis carries us from group to group in ever wider circles to humanity as an integral whole. The essential unity of origin, of nature and of aims, and the unbreakable interdependence and solidarity between all human beings and groups are a spiritual, psychological and practical reality. It cannot be suppressed, however often it may be negated and violated through the numberless conflicts in which men, foolishly and painfully, squander their precious energies and even deprive each other of the sacred gift of life. In spite of all contrasts, all oppositions and all negative appearances, the principle of interdependence, of solidarity, of cooperation, of brotherhood—that is, of synthesis—is rapidly gaining recognition. An increasing number of men and women are animated by the will to implement it, and are actively working within different groups and in all fields, outwardly unorganized but inwardly closely connected by common dedication to the same purpose: the psychosynthesis of Humanity.Collective Unconscious it is common to everyone; solidarity attitudes and memes to extreme behaviors like groupthink or herd behavior. It has developed as a way of describing how an entire community comes together to share similar values.This can also be termed "hive mind". Carl Jung / Archetypes / Mythologies Permeable boundaries –information flowing in all directions. Archetypes can be understood as perpetually flowing out from the collective unconscious rhythmically. These are universal symbols that get continuously rediscovered over time in the form of metaphors and symbols. Archetypes, according to Jung, possess the greatest potentiality for psychic evolution. Present Past

There is no final solution.
Polarities Synthesis Evolution / Wisdom There is no final solution. Just Systems thinking Expands field of the observer of external systems. Systems psychology Expands the field of individual consciousness. Especially so if the psychology is consistent with Systems thinking. "The pairs of opposites, of which freedom and order and growth and decay are the most basic, put tension into the world, a tension that sharpens man's sensitivity and increases his self-awareness. No real understanding is possible without awareness of these pairs of opposites which permeate everything man does...Justice is a denial of mercy, and mercy a denial of justice. Only a higher force can reconcile these opposites: wisdom. The problem cannot be solved, but wisdom can transcend it. Similarly societies need stability and change, tradition and innovation, public interest and private interest, planning and laissez-faire policies, order and freedom, growth and decay. Everywhere society's health depends on the simultaneous pursuit of mutually opposed activities or aims. The adoption of a final solution means a kind of death sentence for man's humanity and spells either cruelty or dissolution, generally both." EF Schumacher AC is based upon the universal principles of effectiveness and efficiency in all living systems. Cells have sensors that probe the environment searching for chemicals podules that sense nutrients and reach out and grab those nutrients. They generate proteins and other chemical compounds that effect change on other compounds. More often than not they do so by chemical bonding. A cell’s success strategy is to effect change on it’s environment through bio-chemical processes reactions. All chemical reactions are processes that change the molecular composition of a substance by redistributing atoms or groups of atoms through bonding. Without altering the structure of the nuclei of the atoms. the resulting oppositely charged ions are held together by attraction. enzymes catalyze or increase the rate of the reaction without itself undergoing any change. They either facilitate the formation of a double bond within a chemical compound, or the addition of a chemical group or double bond. Poison reaction-inhibiting substance: Divide become independent and then combine with other cells form larger systems or organs. Cell Division leaves a deeply ingrained process that gets replicated at higher levels of the system. Biogram All human systems have a drive for independence and a drive for affiliation. Take either away and the system extinct or dies. And organizational level the same success strategy applies. Organizations use innovation and persuasion or value proposition to effect change on their environment. Role enhance it using quality management measuring customer satisfaction CRM they use technology information technology middleware e business effects change for the purpose of enhancing fit . SAP, Middleware we make decisions based upon for knowledge we think fits the situation individuals use persuasion or coercion to effect change In order for the success strategy to sustain itself there has to be some self-management function something to control or regulate the application of the strategy. Balancing Complementarities Thesis Order Change Innovation Private Interest Antithesis Freedom Stability Tradition Public Interest Psychosynthesis is the balancing and synthesis of psychological elements.

The Psychosynthesis Egg
Permeable boundaries. Information flows inside and outside. Open system. SELF- Transpersonal/Personal-Soul / Life Purpose / Wisdom Transcendent and immanent I and Self , they are distinct but not separate, with I being a reflection of the Self. The description of the I/Self makes it clear that I/Self is not an entity but more like an ongoing process, experienced as Presence, openness to values and sense of purpose. Identifying with a process is not possible without destroying the nature of being and thus only in a state of disidentification can we experience the energy of I or Self. “I” or Personal or Conscious Awareness / Will Reflection of SELF Our sense of I conscious self, or “I.” This self is a point of pure consciousness and will, and experienced as the inner observer and actor when disidentified from the content of consciousness (thoughts, emotions and sensations etc.) Expands focus of the observer. Fielf of Consciousness or the content of consciousnesss . What we are aware of in the moment. is typically embedded in our thoughts, feelings subpersonalities in any given moment our field of consciousness which are generally located in the middle unconscious.and all influenced by the environment, unconscious etc. The Ego comprises that organized part of the personality structure which includes defensive, perceptual, intellectual-cognitive, and executive functions. Conscious awareness resides in the ego, although not all of the operations of the ego are conscious. The ego separates what is real. It helps us to organize our thoughts and make sense of them and the world around us. In modern-day society, ego has many meanings. It could mean one’s self-esteem; an inflated sense of self-worth; or in philosophical terms, one’s self. However, according to Freud, the ego is the part of the mind which contains the consciousness. Originally, Freud had associated the word ego to meaning a sense of self; however, he later revised it to mean a set of psychic functions such as judgment, tolerance, reality-testing, control, planning, defense, synthesis of information, intellectual functioning, and memory. [11 SELF-Transpersonal Transpersonal Love and Will Essence / Life Purpose / Wisdom “I” or Personal Self Center of Awareness / Will Field of Consciousness Content of Awareness Middle Unconscious Learning / Subpersonalities Lower Unconscious / Freud Pleasure-Pain Principle 6. Higher Unconscious-Superconscious Meta-motivation / Search for Meaning Meta–mind / Abstract / Intuitive Transcendent Qualities / Wisdom Collective Unconscious Carl Jung / Archetypes / Mythologies 2 3 4 6 7 5 1 “I” Love Will Future Potential Self-realisation is a process whereby the personal ‘I’ is making an ascent to its higher source through the superconscious area and the higher levels of consciousness. Middle Unconscious The middle unconscious (2) is the pre-conscious, and the psychic elements are similar to those of the waking consciousness, so the exact nature of this content depends on the stage of development of the particular individual. It is, however, composed of the ordinary psychological functions of mind, emotions and imagination and to the corresponding levels of consciousness. Assagioli wrote that the middle unconscious “is formed of psychological elements similar to those of our waking consciousness and easily accessible to it. In this inner region our various experiences are assimilated...” Thus this is the area in which we integrate the experiences, learnings, gifts, and skills-physical, emotional, cognitive, intuitive, imaginal, structures that synthesize various elements of our experience into meaningful modes of perceptionand expression. from learning to walk and talk, to acquiring a new language, to mastering a trade or profession, to developing social roles. All such elaborate syntheses of thought, feeling, and behavior are built upon learnings and abilities that must eventually operate unconsciously. There is also a mysterious profundity of the middle unconscious that can be seen in the creative process. Here we may have been working towards a creative solution to a problem, AHA! This type of experience is common in human creativity, in flashes of intuitive insight, and in the wisdom of nocturnal dreaming. Lower Unconscious / Freud The lower unconscious (1) encompasses first of all the elementary psychic activities that govern the organic life. It is also the seat of the fundamental drives, such as sexuality, self-preservation and aggressiveness, dreams and imaginations of an inferior kind, and many complexes, charged with intense emotion. The Id comprises the unorganized part of the personality structure that contains the basic drives. The id acts as a pleasure principle: if not compelled by reality it seeks immediate enjoyment.[3] It is focused on selfishness and instant self-gratification. It is the dark, inaccessible part of our personality, what little we know of it we have learnt from our study of the dream-work and of the construction of neurotic symptoms, and most of this is of a negative character and can be described only as a contrast to the ego. We all approach the id with analogies: we call it a chaos, a cauldron full of seething excitations... It is filled with energy reaching it from the instincts, but it has no organization, produces no collective will, but only a striving to bring about the satisfaction of the instinctual needs subject to the observance of the pleasure principle. Higher Unconscious-Superconscious The higher unconscious (3) is associated with the levels of higher abstract mind, higher imagination, intuition and transpersonal will. That is why contact with these levels is experienced as “higher intuitions and inspirations – artistic, philosophical or scientific, ethical ‘imperatives’ and urges to humanitarian and heroic action” (Assagioli, 1975: 17). it has a better sense of the self's ideal than the ego or conscious self does. It thus directs the self, via archetypes, dreams, and intuition, and drives the person to make mistakes on purpose. In this way, it moves the psyche toward individuation, or self-actualization.might include beauty, compassion, courage, creativity, wonder, humor, joy, bliss, light, love, patience, truth, faith, and wisdom. Spiritual Drives – Search for Meaning-Transcendent Experiences / Qualities Maslow –Self actualize Qualities Thus the principle of, and the trend to, synthesis carries us from group to group in ever wider circles to humanity as an integral whole. The essential unity of origin, of nature and of aims, and the unbreakable interdependence and solidarity between all human beings and groups are a spiritual, psychological and practical reality. It cannot be suppressed, however often it may be negated and violated through the numberless conflicts in which men, foolishly and painfully, squander their precious energies and even deprive each other of the sacred gift of life. In spite of all contrasts, all oppositions and all negative appearances, the principle of interdependence, of solidarity, of cooperation, of brotherhood—that is, of synthesis—is rapidly gaining recognition. An increasing number of men and women are animated by the will to implement it, and are actively working within different groups and in all fields, outwardly unorganized but inwardly closely connected by common dedication to the same purpose: the psychosynthesis of Humanity. Collective Unconscious it is common to everyone; solidarity attitudes and memes to extreme behaviors like groupthink or herd behavior. It has developed as a way of describing how an entire community comes together to share similar values.This can also be termed "hive mind". Carl Jung / Archetypes / Mythologies Permeable boundaries –information flowing in all directions. Archetypes can be understood as perpetually flowing out from the collective unconscious rhythmically. These are universal symbols that get continuously rediscovered over time in the form of metaphors and symbols. Archetypes, according to Jung, possess the greatest potentiality for psychic evolution. Present Past Need Independence Need Affiliation/Fit

Developmental Stages Maslow Psychosynthesis WE Me You Self Realization
Self-actualization Self Esteem Needs Love and Belonging Safety Needs Physiological Needs Higher Unconscious Szent-Gyoergyi’s “drive to perfect” would take it one step further by postulating a unifying field or innate wisdom guiding personality development. At a psychological level this would show up as a unique “calling” or purpose which acts subtly but assuredly on the auto-catalytic or cross-catalytic processes described by Prigogine to overcome entropy. WE Me You Lower Unconscious Need Independence Need Affiliation/Fit Need Independence Need Affiliation/Fit

Integrated View Phases of Development Psychosynthesis / Maslow
Wilber identifies four factors that facilitate personal transformation: fulfillment, dissonance, insight, and opening. “ Fulfillment means that the individual has generally fulfilled the basic tasks of a given stage or wave.” When this happens the person “is open to transformation” which is then facilitated by some sort of dissonance. “ The new wave is struggling to emerge, the old wave is struggling to hang on, and the individual feels torn, feels d issonance, feels pulled in several directions.” Eventually, out of the dissonance comes “insight into the s ituation—insight into what one actually wants, and insight into what reality actually offers. … Finally, if all of those f actors fall into place, then an opening to the next wave of consciousness—deeper, higher, wider, more encompassing—becomes possible.”levels of consciousness developmental levels or waves of consciousness, developmental lines or streams of consciousness, states of consciousness, and the self (or self-system).. To begin with the full-spectrum catalog of mind states: The conclusion of the cross-cultural comparison presented in Integral Psychology is that there are at least five main components of human psychology that need to be included in any comprehensive theory: developmental levels of consciousness, developmental lines of consciousness, normal and altered states of consciousness, the self or self-system, and what I call the four quadrants (which include culture and worldviews, neurophysiology and cognitive science, and social systems). To take them in order. In the human psyche, what exactly are the nature of these levels? Basically, they are levels of consciousness, which appear to span an entire spectrum from subconscious to self-conscious to superconscious (Murphy, 1992; Wade, 1996; Wilber, b).[2]. It is not a linear chain but a series of enfolded spheres: it is said that spirit transcends but includes soul, which transcends but includes mind, which transcends but includes body, which transcends but includes matter. Accordingly, this is more accurately called "the Great Nest of Being." Evidence suggests that through the developmental levels or waves of consciousness, move various developmental lines or streams (such as cognition, morals, affects, needs, sexuality, motivation, and self-identity [Gardner, 1983; Loevinger, 1976; Wilber, 1997a, 2000b]). It further appears that, in any given person, some of these lines can be highly developed, some poorly (or even pathologically) developed, and some not developed at all. Overall development, in short, is a very uneven affair! The reason seems to be that the numerous developmental lines are to some degree independent modules, and these modules can and do develop in relatively independent ways (but not totally independently).[5] Each of these modules probably evolved in response to a series of specific tasks (e.g., cognition of the external world, needs and desires in different environments, linguistic communication, sexual release mechanisms, and so on). There is an enormous amount of theory and research on modularity (both pro and con), although it is generally accepted in the psychological literature.[6] According to this body of research, a person can be at a relatively high level of development in some lines (such as cognition), medium in others (such as morals), and low in still others (such as spirituality). Thus, there is nothing linear about overall development. It is a wildly individual and idiosyncratic affair (even though many of the developmental lines themselves unfold sequentially). An awareness of what is, is cognition (e.g., Piaget, Kegan, Fischer). Of the things a person is aware of, she might value some (Graves), she might identify with some (Loevinger), she might need some (Maslow), she might have to choose between some (Gilligan, Kohlberg), she might have to interact with some (Selman, Perry), and so forth. In other words, the cognitive stream represents the types of answers that people give to the question, "What is?" The values stream represents the types of answers that people give to the question: "Of what is, what do I value most?" The self-identity stream: "Of what is, what is 'I' or 'me'?" Identify w/Others self-identification, Self-identification Needs: "Of what is, what do I require? Maslow Self-transcendence." Morals: "Of what is, what should I do?"30 Organism / Psychosynthesis / Maslow Wilber-Lines and Tiers / Levels Loevinger, Torbert , Kegan Levels Cognitive Affective Self Interpersonal Moral actualization Self- Esteem Love / Acceptance Security Physiological Autonomous Magician Tier 2 Level Me to We Strategist Tier 1 Level Achiever Me Expert Diplomat You Independence Effect Change I want Affiliation Enhance Fit You want

Sub-personalities - Adaptive Specializations Self-organized Self-defining Sense and Response Sub-systems Body/Sub-systems Organizational Self –defining Functions Individual Self –defining Sub-personalities/Roles Heart HR “Hero” Brain Engineering “Problem Solver/Firefighter” Hands Manufacturing “Doer” Autonomic Nervous System Cultural “Success Strategies” “Diplomat” Ears Sales “Thought Leader” Reproductive System Services “Systems Thinker” Endocrine System QC “Co-creator-Collaborator” Digestive System R&D “Subordinate” Lungs Marketing “Mother / Father” Competencies

Agile Communications Who am I? Collection of “Success Strategies”- Roles / Habits / Adaptive Specializations Functional self-presentations that navigate particular psychosocial situations (a father personal, a wife persona, a libidinal self, an achiever self Likewise, the various subpersonalities are often context-triggered: a person will do fine in one situation, only to have another situation trigger panic, depression, anxiety, and so on. Alleviating the dominant p roblem in one area will often allow less noticeable pathologies to surface, and they can then be worked through. The therapeutic ingredient -- bring awareness to bear -- helps the individual become more conscious of the subpersonalities, thus converting them from "hidden subjects" into "conscious objects," where they can be reintegrated in the self and thus join the ongoing flow of consciousness evolution, instead of remaining fixated at the lower levels where they were originally dissociated. For no matter how numerous the subpersonalities, it is the task of the proximate s elf to fashion some sort of integration or harmony in the chorus of voices, and thus more surely wend its way to the S ource of them all.Who am I????? Specialization Chatter Wandering Mind There’s a psychologist at Stanford, Hazel Marcus, who came up with the idea of "possible selves." She has written about how our identities are not just historical things, what we have been in the past, they’re also images of who we might be in the future. Everybody has lots of possible selves including the person I’d love to become, the one I secretly wish to become, the person I ought to become, and the person my parents thought I should have become. We have this whole cast of characters in our head and they are part of what motivates our search behavior. When you meet somebody who corresponds to one of those possible selves it really gets your attention. The extrovert has a source and direction of energy expression mainly in the external world while the introvert has a source of energy mainly in the internal world. Sensing means that a person believes mainly information he receives directly from the external world. Intuition means that a person believes mainly information he receives from the internal or imaginative world. Person processes information. Thinking means that a person makes a decision mainly through logic. Feeling means that, as a rule, he makes a decision based on emotion. how a person implements the information he has processed. Judging means that a person organizes all his life events and acts strictly according to his plans. Perceiving means that he is inclined to improvise and seek alternatives.Once we discover a success strategy in a particular context or situation we replicate it until it becomes a habit or role. We repeat the process for situations that we encounter repeatedly. We do is build success strategies, roles or habits for different contexts, situations or circumstances. Some are very broad contexts and some are more limited. Whenever we think about or approach that context we identify with the habit or success strategy.The organism produces some structure template, master molecule which is then replicated and integrated into some subsystem...As you move through your day you reflexively identify with whatever role, emotion, assumption or idea has the greatest pull on you-your sense of I–ness. You in effect “switch heads” with out thinking about it. Your I ness shifts from one consistently recurring pattern of behavior, one social role, one aspect of your overall identity to another. For example, in one situation you may play the role of leader or manager. In another you be a follower or doer. And after you leave work you may act as father, mother or friend. Most people can identify over 20 distinct ways of being and doing. Each one of these consistently recurring patterns of behavior are adaptive success strategies or competencies from the past. Each one has it’s own sensing mechanism, worldview, set of beliefs, values and behaviors. It’s own set of wants, needs and expectations. When you identify with a one of these aspects, your sense of I-ness becomes embedded in it virtually unnoticed. It becomes the central aspect of who you are in the moment, determining how you perceive reality and act communicate. For example, when someone is identified as a “tough decision maker” and say I they are referring to themselves in the role of “tough decision maker” and not as a visionary leader, loyal subordinate, mother, friend or any other part of their overall identity. And when identified as a “tough decision maker” the mental models, beliefs and values that shape perception, problem solving, decision making and action are very different from those when in the role of mother. Some of these success strategies are major and some are minor. All of these identifications make up your overall sense of identity. The problem is each of these roles has Limited Sensing and response. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. And when you are identified with one role you generally don't have a sense of self apart from that role. More importantly we do not have access to the skills and qualities, competencies of all the others. Each of your success strategies is an organization of beliefs, values, knowledge, qualities and skills organized to satisfy a core need, intention or motivation in a particular context or environment. Each one of these roles has it’s own sensing mechanism driven by what is important or valued by it. What it considers will help it survive, thrive and grow and perceived threats. It is very efficient and for most people quite effective. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. It is somewhat analogous to the leather blinders carriage drivers put on horses to cover their eyes. One carriage driver in San Francisco told me "If I take the blinders off he'd see the whole world around him and would bolt.” "Blinders are essential, so he won't get distracted and run free". Each of our subpersonalities has something to offer, some core quality, in a specific leadership situation. Some subpersonalities, while well-intentioned, have behaviors that are less appropriate in today’s world. Others got suppressed and left behind when we began our careers. Perhaps most troublesome of all, when we fully identify with only one of those roles, we are cut off from the qualities, traits and attributes of all the others, thus limiting our range of responses. However, there is also a downside to automatically identifying with something. The old habit or role you identify with may be ineffective or counter-productive to your aims in a particular situation. Illustrate: StriverExtroversion – Introversion --Sensing – Intuition--Thinking - Feeling Judging - Perceiving Isabel Briggs-Myers added fourth criterion: Current Portfolio Context / Need Satisfiers Challenges. Opportunities. Big tasks. Want to get it done. “Engineer” / “Techy” “Manager” “Subordinate” “Commander” “The Greatest” “Achiever” “Diplomat” “Doubter” “Joker” “Perfectionist” “Father”-”Mother” “Golfer” “Traveler” Defensive Strategies “Judge” / “Victim” / “Fighter” “Justifier” “Doer” “i” “i” “i” We tend to reflexively identify with whatever “success strategy” is associated with the context. We, in effect, “switch heads” with out thinking about it.

“Diplomat” – Subpersonality - Adaptive Specialization Selective Sensing / Limited Response
Context Opportunities- Affiliate Partner, Team Up Fit In Threats- Conflict, Loss “i” Strive for Nutrients Affiliation Independence “i” Threat Radar In Phase I or Formative Phase, behaviors will tend to be other-centered and reactive to stimulus from the environment. There may be a very strong need for affiliation, to be liked and feel secure so teaming is natural. Individuals would tend to be somewhat dependent on the environment for their sense of well-being and self-acceptance. They usually are quite cooperative, like being told what to do, and gravitate towards customer service work. The Phase II or Independent Phase person will express a strong need for independence in work and personal relationships. What's important for them is looking good, their self esteem. They tend to be more self-centered or inner-directed and wanting to actualize their potential.As a result they are less at the effect of the environment. In teams they will usually assert themselves to get their way. Frequently however they may not like being on a team because they feel their independence is compromised. In Phase III or the Interdependent Phase, individual's actions are driven by a purpose that is beyond self, or at least out of enlightened self-interest. They bring forward the strengths of earlier phases. Their increased flexibility and control of motivation enables them to align with others in common cause to make something meaningful happen. Plusses Affiliator. * Gets along . Builds harmony. Understanding. Receptive listener. Trustworthy. * Dependable. Self-sacrificing. Hard working. Loyal. * Team Player. Minuses Low assertiveness. Over commits themselves. * Avoid conflict. Acquiesces quickly. Won’t challenge the status quo. Unintended Consequences Problems not confronted. Little innovation. Nothing changes. * *Core beliefs.

Sub-personality - Adaptive Specialization Self-organization “Diplomat”
Agile Communications Sub-personality - Adaptive Specialization Self-organization “Diplomat” Info In Context Be Aggressive Control . Helpless Helpful Accepted Loved Curiosity Learning Esteemed Rebel “I” Strive for Nutrients Affiliation Independence Qualities Sensitive Responsiveness Cheerfulness Behavior Smiling, Helping, Striving Getting along brings harmony. Without it I feel bad or threatened. Partial Identity “Diplomat” Catalytic Image / Idea Characteristics Diplomatic What I need is out there…. natural, inside-out, self-organizing process that takes place (mostly subconsciously) in response to inner promptings and environmental pressures. One’s self-organizing process again and again reorganizes the character or role structure of the personality to establish new world views and new ways of interacting with the environment in an effort to have individuals find their “niche” and to be more fully “themselves.” The self-organizing process is a creative process involving multi-level iterations and or reiterations of micro and macro learning cycles of discovery, replication, and integration. Who am I????? As you move through your day you reflexively identify with whatever role, emotion, assumption or idea has the greatest pull on you-your sense of I–ness. You in effect “switch heads” with out thinking about it. Your I ness shifts from one consistently recurring pattern of behavior, one social role, one aspect of your overall identity to another. For example, in one situation you may play the role of leader or manager. In another you be a follower or doer. And after you leave work you may act as father, mother or friend. Most people can identify over 20 distinct ways of being and doing. Each one of these consistently recurring patterns of behavior are adaptive success strategies or competencies from the past. Each one has it’s own sensing mechanism, worldview, set of beliefs, values and behaviors. It’s own set of wants, needs and expectations. When you identify with a one of these aspects, your sense of I-ness becomes embedded in it virtually unnoticed. It becomes the central aspect of who you are in the moment, determining how you perceive reality and act communicate. For example, when someone is identified as a “tough decision maker” and say I they are referring to themselves in the role of “tough decision maker” and not as a visionary leader, loyal subordinate, mother, friend or any other part of their overall identity. And when identified as a “tough decision maker” the mental models, beliefs and values that shape perception, problem solving, decision making and action are very different from those when in the role of mother. Some of these success strategies are major and some are minor. Who Am I? All of these identifications make up your overall sense of identity. The problem is each of these roles has Limited Sensing and response. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. And when you are identified with one role you generally don't have a sense of self apart from that role. More importantly we do not have access to the skills and qualities, competencies of all the others. Each one of these roles has it’s own sensing mechanism driven by what is important or valued by it. What it considers will help it survive, thrive and grow and perceived threats. It is very efficient and for most people quite effective. Broad context and limited context. Extroversion – Introversion --Sensing – Intuition--Thinking - Feeling Judging - Perceiving Isabel Briggs-Myers added fourth criterion: However, there is also a downside to automatically identifying with something. The old habit or role you identify with may be ineffective or counter-productive to your aims in a particular situation. Illustrate: Striver Body Corporation “Success Strategies”/Roles Heart Manufacturing Manager Brain Engineering Problem Solver/Firefighter Eyes HR Husband/Wife Autonomic Nervous System Cultural Artifacts Visionary Ears Sales Buddy Reproductive System Services Father Endocrine System QC Co-creator/Collaborator Digestive System R&D Leader Lungs Marketing Subordinate “I” Urge to Get Along Fit In Reinforcing + “i” Info Out Screens, sorts, selects and organizes incoming information. Self-stabilizes its world view. Everything organizes around identity.

Agile Communications The “Commander” – Subpersonality - Adaptive Specialization Selective Sensing and Limited Response Control Mindset / Purpose Context: Opportunities, challenges in chaos. Need for control. Strive for Nutrients Affiliation Independence “i” “i” Threats: Limits Loss of Control Threat Radar Some key principles: The process of changing subpersonalities is a natural process, one that's going on all the time. Each of our subpersonalities has something to offer, some core quality, in a specific leadership situation. Some subpersonalities, while well-intentioned, have behaviors that are less appropriate in today’s world. thers got suppressed and left behind when we began our careers. Perhaps most troublesome of all, when we fully identify with only one of those roles, we are cut off from the qualities, traits and attributes of all the others, thus limiting our range of responses. We are dominated by everything we become identified with. We can master, direct and utilize everything from which we disidentify. Perfectionistic-Deficiencies mean I am not a good person. Do anything to make those look smaller. You don’t have to wear it every day. Step back use superman in an appropriate way. Heroic effort. Devotion to task. Highly competitive. Extremely competent technically. I’m better than you. Come across as superior. arrogant, dismissive. Out of touch with hurt they cause---Live with it. Threats – anything that is perceived to limit them (other points of view) is perceived as a threat and out to undermine them. Doesn’t seek to identify needs of others. Have difficulty working in the white spaces. Cross functional. Dotted lines. John Sims, Image of superman, marsh-mellow. Nic Image of Dragon/Bambi Doer: Raj Das Gladiator / Buddha-- Appreciator Bank of America Analytical Accountant bring his band leader to work. Jack Androvich—Problem Solver Didn’t develop his people. Couldn’t stop old habit. However, there is also another downside to automatically or blindly identifying with something. Attachment Personalize it. What are the signals of assertiveness versus aggressiveness? The line between “strongly assertive” and “mildly aggressive” is as gray as Bill Clinton’s hair. The difference can be as subtle as the look in someone’s eyes, the rate or rhythm of gestures, their tone of voice or choice of words …. Polite but aggressive is status quo in many organizations. Individual perceptions, tastes, and workstyles differ sharply (if “raising your voice” was accepted in your family of origin, it probably remains so today), but let’s not dance around this: when someone is being pushy, demanding, forceful and rude … it isn’t hard to tell. The only “grayness” about it is whether that behavior is acceptable to you and those around you. Extremely pushy people expect those who get stepped on or brushed off to “deal with it.” However, resentment builds slowly, and then they retaliate (“hostile work environment” lawsuits, or they take it underground and complain to others). Overly aggressive leaders are sometimes ignored or laughed at (if they’re lucky); either way, this racks up quite a bill in the aggressor’s credibility and emotional bank account. There’s often an unfair double-standard for male and female leaders: what in men may be seen as healthy assertiveness, in women may be interpreted as being overly aggressive. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. It is somewhat analogous to the leather blinders carriage drivers put on horses to cover their eyes. One carriage driver in San Francisco told me "If I take the blinders off he'd see the whole world around him and would bolt.” "Blinders are essential, so he won't get distracted and run free". To get things done, you must focus like the horse with blinders and filter out distractions. To be agile and get things done you have to be both horse with blinders and carriage driver. You must have the perspective to recognize the blinders and the freedom to change perspectives and behavior. How? The first step is to realize that there is a "carriage driver" in you. You are not only able to perceive, think, feel, behave and focus in many roles; but you are able to observe and direct your thinking, feeling, behavior and roles. There is an "I", a power a “carriage driver” at a higher level than your perceiving, thinking and doing roles. The differentiation and empowerment of this deeper less identified ‘I’ is iPower. Plusses *Takes charge. Authoritative. Intelligent. Confident. Pushes self/others. *Sets high expectations. Dependable. Takes bold initiatives. Persistence. Decisive. *“Gets it Done”. Minuses * Limits are threats. * People are flawed. * Fear-punishment works. Over-controlling. * Power must be sustained. Impatient, easily frustrated Coercive-abrasively pushy. Publicly blames/attacks. Resistance to feedback. Unintended Consequences “Hiders”. Relationship troubles. Live with it!!!-“Pebbles”. Turbulence/churning. Few want to work with them. Loss of trust and morale. * *Core beliefs.

Subpersonality - Adaptive Specialization Self-organization “Commander”
Agile Communications Subpersonality - Adaptive Specialization Self-organization “Commander” What I need is out there…. natural, inside-out, self-organizing process that takes place (mostly subconsciously) in response to inner promptings and environmental pressures. One’s self-organizing process again and again reorganizes the character or role structure of the personality to establish new world views and new ways of interacting with the environment in an effort to have individuals find their “niche” and to be more fully “themselves.” The self-organizing process is a creative process involving multi-level iterations and or reiterations of micro and macro learning cycles of discovery, replication, and integration. Who am I????? As you move through your day you reflexively identify with whatever role, emotion, assumption or idea has the greatest pull on you-your sense of I–ness. You in effect “switch heads” with out thinking about it. Your I ness shifts from one consistently recurring pattern of behavior, one social role, one aspect of your overall identity to another. For example, in one situation you may play the role of leader or manager. In another you be a follower or doer. And after you leave work you may act as father, mother or friend. Most people can identify over 20 distinct ways of being and doing. Each one of these consistently recurring patterns of behavior are adaptive success strategies or competencies from the past. Each one has it’s own sensing mechanism, worldview, set of beliefs, values and behaviors. It’s own set of wants, needs and expectations. When you identify with a one of these aspects, your sense of I-ness becomes embedded in it virtually unnoticed. It becomes the central aspect of who you are in the moment, determining how you perceive reality and act communicate. For example, when someone is identified as a “tough decision maker” and say I they are referring to themselves in the role of “tough decision maker” and not as a visionary leader, loyal subordinate, mother, friend or any other part of their overall identity. And when identified as a “tough decision maker” the mental models, beliefs and values that shape perception, problem solving, decision making and action are very different from those when in the role of mother. Some of these success strategies are major and some are minor. Who Am I? All of these identifications make up your overall sense of identity. The problem is each of these roles has Limited Sensing and response. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. And when you are identified with one role you generally don't have a sense of self apart from that role. More importantly we do not have access to the skills and qualities, competencies of all the others. Each one of these roles has it’s own sensing mechanism driven by what is important or valued by it. What it considers will help it survive, thrive and grow and perceived threats. It is very efficient and for most people quite effective. Broad context and limited context. Extroversion – Introversion --Sensing – Intuition--Thinking - Feeling Judging - Perceiving Isabel Briggs-Myers added fourth criterion: However, there is also a downside to automatically identifying with something. The old habit or role you identify with may be ineffective or counter-productive to your aims in a particular situation. Illustrate: Striver Body Corporation “Success Strategies”/Roles Heart Manufacturing Manager Brain Engineering Problem Solver/Firefighter Eyes HR Husband/Wife Autonomic Nervous System Cultural Artifacts Visionary Ears Sales Buddy Reproductive System Services Father Endocrine System QC Co-creator/Collaborator Digestive System R&D Leader Lungs Marketing Subordinate Info In Context Be Aggressive Control . Helpless Helpful Accepted Loved Curiosity Learning Esteemed Rebel “I” Strive for Nutrients Affiliation Independence Qualities Authoritative Decisive Behavior Sets high expectations. Punishes. Controlling gets things done. Chaos makes me feel angry/anxious. Partial Identity “Commander” Catalytic Image / Idea Characteristics Controlling “I” Urge to Control Be Esteemed Be Loved Reinforcing + “i” Info Out Screens, sorts, selects and organizes incoming information. Self-stabilizes its world view. Everything organizes around identity.

Balancing Subpersonalities
Agile Communications Balancing Subpersonalities Qualities Behavior Values Beliefs Worldview Partial Identities Catalyst Characteristics Qualities Behavior Values Beliefs Worldview Partial Identities Catalyst Characteristics out of fear of the loss of love/affiliation, the child restrains its aggression/independence During the evolution of the human species the universal pattern of a simple fertilized ovum cell replicating into two separate cells, which then replicate and then integrate or affiliate to form interdependent tissues and organs, etc., established a fundamental pattern which has become a deeply learned “biogram” or archetypal pattern in humans. This pattern expresses itself in humans as two fundamental instinctual and conflicting needs: for independence (separation) and affiliation (unity). These polar opposite drives create inner conflict leading to a never-ending search for stability and equilibrium. Occasionally the unresolved conflict becomes so intense that non-equilibrium conditions arise, enabling self-reorganization processes to occur and create a higher level of organization and a measure of stability. Archetypes can be understood as perpetually flowing out from the collective unconscious rhythmically. These are universal symbols that get continuously rediscovered over time in the form of metaphors and symbols. Archetypes, according to Jung, possess the greatest potentiality for psychic evolution. Some psychological theorists have conceived the affiliation need as a longing to return to the womb (Otto Rank); others, as an innate desire to love and be loved. natural, inside-out, self-organizing process that takes place (mostly subconsciously) in response to inner promptings and environmental pressures. One’s self-organizing process again and again reorganizes the character or role structure of the personality to establish new world views and new ways of interacting with the environment in an effort to have individuals find their “niche” and to be more fully “themselves.” The self-organizing process is a creative process involving multi-level iterations and or reiterations of micro and macro learning cycles of discovery, replication, and integration. Who am I????? As you move through your day you reflexively identify with whatever role, emotion, assumption or idea has the greatest pull on you-your sense of I–ness. You in effect “switch heads” with out thinking about it. Your I ness shifts from one consistently recurring pattern of behavior, one social role, one aspect of your overall identity to another. For example, in one situation you may play the role of leader or manager. In another you be a follower or doer. And after you leave work you may act as father, mother or friend. Most people can identify over 20 distinct ways of being and doing. Each one of these consistently recurring patterns of behavior are adaptive success strategies or competencies from the past. Each one has it’s own sensing mechanism, worldview, set of beliefs, values and behaviors. It’s own set of wants, needs and expectations. When you identify with a one of these aspects, your sense of I-ness becomes embedded in it virtually unnoticed. It becomes the central aspect of who you are in the moment, determining how you perceive reality and act communicate. For example, when someone is identified as a “tough decision maker” and say I they are referring to themselves in the role of “tough decision maker” and not as a visionary leader, loyal subordinate, mother, friend or any other part of their overall identity. And when identified as a “tough decision maker” the mental models, beliefs and values that shape perception, problem solving, decision making and action are very different from those when in the role of mother. Some of these success strategies are major and some are minor. Who Am I? All of these identifications make up your overall sense of identity. The problem is each of these roles has Limited Sensing and response. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. And when you are identified with one role you generally don't have a sense of self apart from that role. More importantly we do not have access to the skills and qualities, competencies of all the others. Each one of these roles has it’s own sensing mechanism driven by what is important or valued by it. What it considers will help it survive, thrive and grow and perceived threats. It is very efficient and for most people quite effective. Broad context and limited context. Extroversion – Introversion --Sensing – Intuition--Thinking - Feeling Judging - Perceiving Isabel Briggs-Myers added fourth criterion: Subordinate Balancing __ Urge Motive Function Urge Motive Function + Reinforcing + Reinforcing Need Affiliation Need Independence Balancing feedback loops restrain the expression of either extreme. Everything organizes around identity.

Subpersonalities – Polarities Common Distortions Found in Subpersonalities –Martha Crampton
Love Common Distortions Possessiveness Will Controlling Feelings Excessive emotions Mind Intellectualization / Rationalize Receptivity Sensitivity Passivity Generativity Productivity Over-extending oneself Contemplation/ Being Awareness / Vision Awareness is everything. Doing Goals / Pragmatism “Just do it.” Flow/Non-structure Chaos Structure/Form Rigidity Spontaneity Expression Impulsive No direction Control/Discipline Efficiency Tightness / Over-control Doubting Blending with Others Group consciousness Cooperation / Mutuality Other-directedness Dependency Need to please Autonomy/Self-assertion Self-direction Solitude Over-aggression / Rebellion Pseudo-self-sufficiency Low mutuality Self-Acceptance Complacency Indolence Aspiration Driving perfectionist Self-condemnation / Straining Compassion / Non-judging-Forgiveness Gullibility Discernment Clarity / Discrimination Judgmentalness Condemnation Humility False humility Inferiority Dignity Self-esteem Excessive pride Superiority Detachment Discouragement Lack of commitment Perseverance Determination Stubbornness, rigidity Attachment / Holding on Surrender to higher organizing principle Submission Potency /Goal attainment Executive power Domination Authoritarian imposition Make a list. Then the bus of visualize a door.

Who am I? Some of my current Subpersonalities
Agile Communications Who am I? Some of my current Subpersonalities Sub personality Context Trigger Mindset/Purpose, Beliefs Qualities / Competencies Limitations Pick One. How would you describe this “Success Strategy” or character to someone? (No judging just description.) What situations trigger this role or character's appearance? When do you tend to identify with it? Remember a recent situation when you were the character. Pretend you are an actor and be this character right now. Become this character. What is it’s mindset / purpose and core beliefs? How do you think as this character? What are it’s qualities / competencies and strengths? What are it’s limitations? My image of this character? How aware are you of this part when you are identified with it? What control do you have over this character? 0-5 What does it want? What does it really need?

Interpersonal Situations
Situation-Perceived as symbolic threat. Stress Response Earliest tension/feelings/thoughts. “Defensive Strategies” Someone says, “this sucks!” Ugh. Deflated. Disappointment. “Judge” agrees, “it is bad.” / “Victim” “Why am I so stupid” Hurt, pain. “Pleaser” “Oh my God, I better make it up somehow.” Someone says, “you gotta be kidding me! This is ………” Stress. Tightening of upper back. Shortness of breath. “Judge” “He doesn’t know didilly.” “Fighter” Anger-“What the hell do you know?” You’re wrong…I know what I’m talking about.” “Justifier” He is so…Rationalizes anger. Someone says, “did you not hear me? Were you not at the meeting?” Contraction in stomach. Anxiety, fear. Thought “I blew it” Felt a loss, sad. “Gossiper” Talks about the person behind their back. Spreads rumors. “Justifier” Rationalizes gossiping. ‘pebble.’ Someone states a different POV. Felt misunderstood and criticized. Moody. “Judge” “He deliberately misrepresented what I was trying to say. I have to straighten him out.” “Fighter” “Why did you misrepresent?” “Judge” “What a deceptive….!” ‘pebble.’ Manager finds out something won’t be done right or on time. Anxiety. “Things are out of control.” Anger, clenched jaw, knot in the stomach. Manager’s “Judge” “You screwed up. I will not tolerate…! The next time this…..!” “Justifier” Fear and punishment work.

Agile Communications Identification Reactive Perceptions and Emotional Escalations in Conflict People tend to identify with defensive strategies “Fighter”- “Judge” - “Justifier” in conflicts and search for causes of their own and others’ behavior. The “Justifier” attributes the cause of their errant behavior to the context of the situation. “I walked out because you provoked me”. The “Judge” attributes the cause of the other party’s behavior to a flaw in personality. “You were late for the meeting because you’re irresponsible”. We tend to project out responsibility and personalize the problem. This is a major cause of “pebbles” and sustained conflict. Reactive Perceptions and Emotional Escalations in Conflict Exercise Recall the last conflict you were involved in. How did your “Justifier” rationalize your behavior or POV in the conflict? What flaw did your “Judge” attribute to the personality of the other party? This is a major cause of ‘pebbles’. Virtually all interactive breakdowns and unproductive conflicts are a result of reactive identification with a perception, stress response and / or “Defensive Strategy.” “i”

Why People Resist Change.
Agile Communications Change Why we resist change - Unfortunately, for most people the path of integration is full of detours and dead ends. One of the most challenging of these appears as resistance to personal change. In my fifteen years of researching and facilitating the personal integration process, resistance to change generally comes down to one of three stances: "I don’t' know how.""It's not possible." "I don't want to.“ "I don't know how … "This is the easier objection to facilitate because the person has intention and commitment to change. All you need is a road map, coaching and support. The personal change process can be flow - charted, studied and attended to like any process. There will be potholes and other obstacles, but with a good map and some coaching, personal change is very accessible and an extremely rewarding process. It's not possible … "The "I want to, but it's not possible" stances generally results from being caught in the paradigm that says, "Once we turn 30, we become one - dimensional, immutable automatons." The danger of this stance is that it can quickly change into "I don't want to." What's needed to head off that objection is information - evidence, if you will - that shows change is possible and, in fact, is already happening. Once accepted, the stance can move to "I don't know how." Look deeper when you hear "I don't want to … " While "I don't want to" has many looks, it is usually accompanied by some form of denial of the need to change. The denial is usually sustained by justifications like, "I got to where I am today because I've been doing things right for so long … so why should I change now?" Generally this is only a cover for deeper causes. Researchers at Lutheran University discovered a root cause of “I don’t want to” when they tested experienced managers with MBAs and found that, while they rated themselves high in self-worth, they ranked themselves low in self-acceptance. They had a very difficult time accepting their limitations and imperfections. So when someone comes around and tells them they need to change, they begin to feel inadequate and that something is wrong with them. This frequently leads to denial and other defense mechanisms and can evoke a tyrant sub-personality who “shoots the messenger”. Cooperating with your Personal Integration Process sidesteps this resistance because the initiative direction and the responsibility for the change come from inside the you rather than from outside. “i” I Don't want to... (disconfirm something I am identified with).

Key principles of Subpersonalities
Agile Communications Key principles of Subpersonalities Self-organized around certain needs, wants or inner promptings in a particular context or environmental pressure. They develop beliefs, mindsets, mental models, feelings, qualities and behaviors to satisfy those needs and wants. We tend to reflexively identify with whatever subpersonality is associated with the context or has the greatest pull on our “I”. Some sub-personalities, while well-intentioned, have behaviors that are less appropriate in today’s world. Some are defensive strategies. When we over identify with one of those roles, we are cut off from the qualities, traits and attributes of all the others, thus limiting our ability to accurately sense and effectively respond. The key is evolving them, synthesizing new ones and self-management. Subpersonalities, in their benign form, are simply functional self-presentations that navigate particular psychosocial situations (a father personal, a wife persona, a libidinal self, an achiever self, and so on). Subpersonalities become problematic only to the degree of their dissociation, which runs along a continuum from mild to moderate to severe. The difficulty comes when any of these functional personalities are strongly dissociated, or split from access to the conscious self, due to repeated trauma, developmental miscarriages, recurrent stress, or selective inattention. These submerged personae -- with their now-dissociated and fixated set of morals, needs, worldviews, and so on-- set up shop in the basement, where they sabotage further growth and development. They remain as "hidden subjects," facets of consciousness that the self can no long disidentify with and transcend, because they are sealed off in unconscious pockets of the psyche, from which they send up symbolic derivatives in the form of painful symptoms or bahviors. The curative catalyst, again, is to bring awareness to bear on these subpersonalities, thus objectifying them, and thus including them in a more compassionate embrace. Generally speaking, individuals will present a symptomatology where one or two subpersonalities and their pathologies are dominant (a harsh critic, a prone-to-failure underdog, a low-self-esteem ego state, etc.), and thus therapy tends to focus on these more visible issues. As dominant pathologies are alleviated (and their subpersonalities integrated), less noticeable ones will often tend to emerge, sometimes forcefully, and therapeutic attention naturally gravitates to them. These subpersonalities can include both more primitive selves (archaic, magic) and any newly emerging transpersonal selves (soul spirit). Some key principles: 1. The process of changing subpersonalities is a natural process, one that's going on all the time. 2. Each of our subpersonalities has something to offer, some core quality, in a specific leadership situation. 3. Some subpersonalities, while well-intentioned, have behaviors that are less appropriate in today’s world. 4. Others got suppressed and left behind when we began our careers. 5. Perhaps most troublesome of all, when we fully identify with only one of those roles, we are cut off from the qualities, traits and attributes of all the others, thus limiting our range of responses. Once we identify with a particular “Success Strategy”, mindset / mental model, idea or feeling, it drives the way we see ourselves, the world and the possibilities for action.We are dominated by everything we become identified with. We can master, direct and utilize everything from which we disidentify.

THE EVENING REVIEW – Subpersonalities
This exercise is best done as the last thing in the day. 15 minutes Pick a subpersonality or two that you consider most active or most important at this time in your life. Review your day, playing it back like a movie, focusing on when the subpersonality was active. Assume the attitude of a detached objective observer or fair witness. Calmly and clearly register what happened without excitement, elation at a success or depressed or unhappy about a failure. Just a calm registering in consciousness of the meaning and patterns involved. What were the valuable qualities and the limitations of each? How did each help me or get in my way? Were there any conflicts between them? What part did I take in harmonizing and directing them? Take notes. Pay particular attention to insights you have. By reviewing the written notes over a period of time, you may observe patterns and trends not otherwise apparent. Who is in charge? Who or what am I identified with? Have I lost my sense of humour? If so, why? These are the daily questions we need to ask ourselves.

Reflexive Identification Dilemma
+ and – Focuses attention / interest. Seeks and organizes knowledge/skills. Filters distractions. Limits Sensing. Limits Response. Blocks other competencies. Creates attachments. Resists change. Reflexively identifying with whatever role, emotion, assumption or idea has the greatest pull on your I–ness is like being on auto-pilot. It is a dilemma to manage as it has both advantages and disadvantages. It is the central paradox you have to self-manage to be Agile and effective. To lead a successful, fulfilling and happy life. Automatic identification has positive consequences. It is very fast, efficient and effective much of the time. You don’t have to stop and think about your role, assumptions, beliefs or behavior before you act. Identifying with something also focuses attention, interest and energy. Identifying with an idea or goal strengthens your intention to make it happen by generating interest, passion and enthusiasm. Goals are just dreams until you identify with them. People resist change and cling to old familiar roles and success strategies because they remain identified with them. New roles, beliefs and behaviors that conflict with currently held ones are perceived as “not me”. Any direct pressure to change people’s beliefs, values and behaviors from the outside-in will generally be experienced as an attack on who they are generating even more entrenchment. And virtually all resistance to change are protections of old habitual success strategies or roles. Ones competencies and strengths. For example, anyone over-identified as an aggressive Driver, probably won’t even be interested in patience, good listening and inquiry skills. These behaviors would likely be perceived as foreign and “not me”. And, even if they were interested, the driver would likely take over and push just when they intended to be patient. Most resistance to change and virtually every crisis- every stuck place in your life are signals telling you: "Let go-you are over-identified with something that is now too small for you.“ Letting go, does not mean getting rid of. It is dis-identifying-stepping back to a less-identified I and managing it. Letting go is a pivotal stage in the natural process of change and the evolution of identity. Letting go provides the opening for change-the psychological space for new interests, ideas or images-the seeds of new success strategies to emerge from your creative process and gain traction. It is somewhat analogous to the leather blinders carriage drivers put on horses to cover their eyes. One carriage driver in San Francisco told me "If I take the blinders off he'd see the whole world around him and would bolt.” "Blinders are essential, so he won't get distracted and run free". To get things done, you must focus like the horse with blinders and filter out distractions. To be agile and get things done you have to be both horse with blinders and carriage driver. You must have the perspective to recognize the blinders and the freedom to change perspectives and behavior. Situational Ineffectiveness--Inaccurate Sensing --Past Success Strategies--Ineffectiveness in New Novel Situations Resistance to Change--Blocked Learning—Attachment--Inability to Change Habitual Patterns Self-Management--Emotional Intelligence/Control—Conflict—Attachment--Difficulty with Feedback Interprets reality When we are identified with one we are cut off from the rest. Choices Dis-identified Choices Over-identified

The “I” Awareness and Will
Discover I. Look around the room. Take in each thing that you are looking at with full attention. Allow about 60 seconds for this. Now, focus on one thing and stay with this. Study it. Become fully aware of its shape. Its colors. Pause. Now close your eyes and see it with your minds eye as best as you can. Take a deep breath and as you exhale ask yourself who is aware? Let go of that and with your eyes still closed listen to the sounds and the room. Stretch your hearing to really become aware of all the sounds. Pause Listen to the silence. Pause Take a long deep breath and ask yourself, who is aware? Let go of that and with your eyes, closed focus your attention on your breathing. Become aware of the sensation of the air moving in and out through your nose. Pause for five or more breaths. Now imagine a blackboard and draw the number 10 and with chalk on it. That number corresponds to 10 inhalations and exhalations. Then with your next breath draw the number nine on the blackboard and then eight and so on. (When you estimate that participants have reached halfway point say.) Keep looking at the numbers, focusing on your breathing. When you reach zero just look at the zero and stay with it. (Allow for about five breaths at zero level than say. Now take a deep breath and as you exhale ask yourself, who is aware. Move deeper into the who is aware space. Experience it as deeply as you can. Long pause. Now try to find a word that expresses the quality of this, who is aware space. When you find it just call it out into the room. Agile Communications The “I” Awareness and Will Awareness. We don’t have a choice until we see a choice. Early warning signs of stress responses and defensive strategies. Over identification with any “Success Strategy” or habit. Hidden assumptions / beliefs. Our purpose or intention in the situation. Will. We can’t choose without the will power to overcome momentum. Learn how to dis-identify and identify. Understand / apply stages of the act of will. Leverage skillful will. We don’t have a choice until we see a choice.Without some awareness of what we are doing in real time we cannot deliberately make a choice to do something different.Lack of real time Sensing or awareness of :The early warning signs of stress responses and defensive strategies i.e. Judge, Victim, Fighter or Justifier.Over identification with any “Success Strategy” or habit. Identification with an ineffective “Success Strategy” or habit.Hidden assumptions / beliefs.Our purpose or intention in the situation. When we are over identified with one “Success Strategy” or habit it we often cannot see the value of learning a new habit or believe it is possible. We can’t choose and act without the will power to overcome the momentum of emotions, habits or over-identification.Emotional reactions are not a choice. They happen even against our will. We lack the will power to step back from the early warning signs, challenge or examine our perceptions, stop the emotional escalation, consider our options and choose to do something different.When our “I-ness” is pulled into the reaction or “Defensive Strategy”, we lose our connection to our original intention / purpose in the situation. When we are clear about and connected to our purpose, it is much easier to change our perceptions of events in the situation. When we are over-identified with one “Success Strategy” or habit it is much more difficult to do something different.Discovering our “i” or inner Observer / Carriage Driver is the key to real time peripheral Sensing / awareness and seeing choices. With real time peripheral awareness of purposes, intentions, strategies, feelings, thinking, sensations, “Defensive Strategies” and “Success Strategies” we can see choices, options and opportunities. How would I know I was disidentified?(a) By becoming aware that you are observing the flow of your own feelings and behaviour, thus identifying with your personal 'I'; (b) By executing a genuine act of will (as an expression of the 'I'.) Q. How would I know I was identified? A. You would not know -- that is part of being identified. As soon as you become aware you are identified you take a step towards disidentification.Q. How would I know someone else was disidentified? A. By finding valid evidence of either (1a) or (1b) above.Q. How would I know someone else was identified? A. Look for "That is just the way I am" behaviour and/or rationalizations, or for other distorted or "stuck“ behaviour. iDirect Practice To begin iDirect, sit in a comfortable and relaxed position. With your eyes closed become aware of the physical sensations you are experiencing in your body right now. Start with your legs. Notice any tensions or discomfort you may be experiencing in your legs. …. Take time out Pause. Now tense the muscles in your legs and then let go and relax them. …. Pause . Do it again and as you do let yourself register the experience of the I that both observes and directs your physical experience. As you experience this sense of I as both observer and director, acknowledge it by affirming to yourself “I am, iDirect.” …. Now shift your attention to your shoulders. Tense the muscles in your shoulders and then let go and relax them. …. Now do it again and as you do let yourself register the experience of the I that observes and directs. Acknowledge it by affirming to yourself “I am, iDirect.” ….Now shift your attention to your jaw. Tense the muscles in your jaw by clenching your teeth. Now let go and relax your jaw. ….Now do it again and as you do register the experience of your deeper I. …. Acknowledge this I by affirming to yourself “I am, iDirect.” ….Now become aware of your breathing. Just be aware of the inward and outward flow of your breath. ….Pause. Now choose to breathe deeply into your abdomen and as you do register and affirm the I that is both observer and director. “I am, iDirect.” Say it again with conviction and power. ….Now turn your attention to your emotions. Observe how you are feeling at this moment. ….Pause Now recall other feelings or emotions that you have had in the past 24 hours. …. Pause Choose one of those feelings you had recently to focus on right now. Let yourself experience this feeling more fully right now. …. Become the feeling. Really feel it. ….Pause Notice where in your body this feeling is most present. …. Exaggerate the physical sensation associated with the feeling. …. Allow the feeling to grow. Pause Now, step back–dis-identify from this feeling. By putting your attention on something elseAs you do gradually become more aware of the I, the “who” that is observing and directing. The I that is not your feeling but the observer and the experiencer of your feelings as well as the Director. ….Affirm this I by saying to yourself “I am, iDirect.” ….From this I; realize that you have some power to choose what to do with an emotion. You can choose to feel it more deeply, or you can choose to step back from the emotion. You can let the emotion take you over, or you can do something to regulate your emotional state. You can both observe and direct your physical attitude and you can observe and regulate your emotional experience.In the final stage of the exercise, focus your attention on your thoughts. Just observe whatever thoughts are passing through your mind right now. …. Now, experience your power to influence and direct the course of your thinking by stopping that line of thought and pasting in another line of thought…. Pause Now cut that one and paste in yet another line of thought. ….Pause Once again gradually become more aware of “who” is observing and directing. The I that is not your mind and not the thinker but the observer, experiencer and the director of your thoughts. Acknowledge this sense of I by affirming to yourself “I am, iDirect.” Say it once again with conviction and power. ….

Agile Communications The “I” Anxiety and fear strips away courage and makes great performances impossible. Doubt makes even the best decisions feel difficult and causes procrastination. Anger rips your focus away from your goals .Frustration can only serve to make you quit. Guilt makes it impossible to enjoy any successes you achieve. Jealousy and envy create dishonesty, hate and corruption. Your thoughts and emotions are the only things that can truly stop you. Likewise, the only things that can help you to do, be and have anything you want in life are also your thoughts and emotions..And until now, there has been no way at all to quickly, easily and predictably change your moment-by moment thoughts Single biggest causes of ineffective communications is managing your emotions attachment pov faulty percepetion fail to listen and understand other pov Size up people and situations more accurately.All these problems are directly or indirectly related to self management or faulty sensing/ perception. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. It is somewhat analogous to the leather blinders carriage drivers put on horses to cover their eyes. Keep in mind that over the course of history, people began to think that their system of knowledge and faith were so crucial to the meaning of their lives that they had to kill other human beings who had different systems. New Knowledge or different view points do not always make us happy.“ Get over or let go off upsets quickly. Conserve energy Manage counter-productive tendencies. I’m not bringing the most effective success strategy to a given situation in many situations where it is more effective to listen and just I’m a explain persuade paid at an undeveloped listening understanding skills or my tendency to advocate explain solve the problem takes over self management I think myself into misery that’s completely tied into distorted perception and how much emotional significance self management = wasted energy just as mismanagement in the organization 80% of the time marriage counselors and mediators spend is getting the to participants to step back from that point of view. How? The first step is to realize that there is a "carriage driver" in you. You are not only able to perceive, think, feel, behave and focus in many roles; but you are able to observe and direct your thinking, feeling, behavior and roles. There is an "I", a power a “carriage driver” at a higher level than your perceiving, thinking and doing roles. The differentiation and empowerment of this deeper less identified ‘I’ is iPower. To get things done, you must focus like the horse with blinders and filter out distractions. To be agile and get things done you have to be both horse with blinders and carriage driver. You must have the perspective to recognize the blinders and the freedom to change perspectives and behavior. success strategies like collaborative leader, “tough decision maker”, aggressive driver, loyal subordinate, mother or friend. The roles you reflexively identify with and express as you move from one context to another. Broad context and limited context. The leveraging skill set ipower is The breakthrough technology in learning and self-management that makes it a lot easier to change existing communications styles and behaviors as well as develop new complimentary success strategies. By separating your sense of I who you are from your success strategies your feelings for motions of ideas and perceptions you can leverage your current strengths and manage your weaknesses and build new complementary success strategies you have the freedom to be agile you can step back from old habits and learn how to refine your language you can take your language building blocks sense begin and improve your effectiveness and give voice to a new success strategy. You gain the presence, self-control and the freedom to shift mind-sets, roles and language on the fly Everything gets screwed up when the system is overloaded, stressed or faced with novelty. The applications don’t run right. Bugs emerge, the system crashes or freezes. The problem for most people is Work/life, independence/affiliation they may not know what their architecture is, if it is inappropriate to the situation they are in, their applications may be underdeveloped and not have the functionality needed for their current role and responsibility The solution to stress management lies in how we perceive the Stressor. stress is a response to a perception of an event. novelty. The applications don’t run right. Bugs emerge, the system crashes or freezes. The problem for most people is Work/life, independence/affiliation they may not know what their architecture is, if it is inappropriate to the situation they are in, their applications may be underdeveloped and not have the functionality needed for their current role and responsibilityWhile in Psychosynthesis basic training in Canada, my image for the “I” or self was a series of what looked like filters for camera lens rising upward. The filters became increasingly clear as you moved upward. I didn’t know what to make of it at the time. Maybe, I thought, they represented dominant sub-personalities or clusters? Ten years later, with self-organization in mind, Loevinger’s work just clicked. Complex adaptive systems evolve by constructing higher and higher order organizing centers that temporarily sustain themselves by identifying with rules, values etc.. The Psychosynthesis “I” or self identifies with the world view and values associated with each level. Awareness Will We are dominated by everything we become identified with. We can master, direct, and utilize everything from which we dis-identify ourselves. Roberto Assagioli, MD, Psychosynthesis One of the purposes of all meditative techniques is to give you that ¼ inch of space between you and your Sub-personalities, thoughts and emotions. Marriage counselors and mediators spend 80% of their time getting the participants to step back or dis-identify from a point of view.

Personality as Complex Adaptive System
Changing Environment Changing Environment Complex Adaptive Behavior Info Out Info In Emergence As for Occam's razor I think that the key is that it requires a theory that covers all of the data. For me the problem with Darwinian and neo-Darwinian theory is that it tends to ignore a lot of the evidence. It is a body of theory that relies heavily on the combination of natural selection and random mutation. One of my college majors was math and and for me probability theory simply doesn't add up with this view. When we look at this theory from the perspective of probability theory and examine just the steps that we know had to occur there simply isn't nearly enough time for it all to have happened. If the amount of available time since the big bang were infinite, then maybe there would have been enough time, but event then the intervals between events wouldn't have been enough. The fourteen billion or so years since the big bang seems like an infinity of time, but in terms of probability it is not. The Rubik's cube example in the article that Shamai posted is a simple demonstration of the problem. We do know of a lot of other evolutionary mechanisms that Darwin had no clue of and that would improve the odds a lot over random chance. He wasn't aware of genes, let alone DNA, gene sharing, symbiotic relationships or epigenetics. Non-linear relationships Feedback loops Open systems Have memory May be nested Boundaries are difficult Dynamic network of multiplicity Self-organization Evolution favors intelligence, size and agility flexibility to turn on a dime and quickly reconfigure competencies, reorganize processes, form strategic alliances, innovate, employ technology, learn how to learn and at the same time, continuously improve day to day performance Agility is the natural ability of some highly integrated complex open systems to accurately sense and quickly and efficiently create and/or deploy effective “success strategies” in a dynamic environment Positive Feedback Negative Feedback “I” Info Out Info Out Info In Self-organized Subsystems Changing Environment Changing Environment A system that can see itself and act on what it sees is inherently more effective and agile.

Leverage Points to Intervene in a System
The strength of negative feedback loops, relative to the effect they are trying to correct against. The gain around driving positive feedback loops. The structure of information flow (who does and does not have access to what kinds of information). The rules of the system (such as incentives, punishment, constraints). The power to add, change, evolve or self-organize system structure. The goal or purpose of the system. The mindset, purpose, culture or paradigm that the system — its goals, structure, rules, delays, parameters — arises out of. The power to transcend paradigms.

Awareness – Accurate Sensing
Peripheral Sensing EWS Subpersonalities Thinking Assumptions Beliefs Level of Consciousness Context - Needs / Purposes in Play Music Lynn Dhority Accelerated learning Alpha waves. Music alone. and as background Intros

Agile Communications Will - Effective Response The inner power to make choices independent of identification, impulse, thought, feeling or desire. Dis-identification Overcome the momentum of habits, dis-identify and choose. Does not mean ‘getting rid of.’ Manage or change feelings, thoughts, “Defensive Strategies” and Subpersonalities. Manage stress and distractions. Control or reject unnecessary or harmful impulses. Choose the behavior most appropriate to the purpose of the situation . Understand and apply stages of the Act of Will. Increases motivation and energy. Overcomes laziness and procrastination. Accelerates change and the learning of new Subpersonalities. Discover Will Exercise on path come to a fork in the road. The Gymnastics of the Will III. "Useless" Exercises .., in order to strengthen the will, it is best to exercise it independently of every other psychological function. This can be accomplished by performing deliberate acts which have no other purpose than the training of the will. ... , Boyd Barrett based a method of will training on exercises of this sort. It consists in carrying out a number of simple and easy little tasks, with precision, regularity, and persistence. These exercises can be easily performed by anyone, no special conditions being required. It is enough to be alone and undisturbed for five or ten minutes every day. Each task or exercise has to be carried out for several days, usually a week, and then replaced by another in order to avoid monotony and the formation of a habit leading to automatic performance. ... The important thing is not the doing of this or that exercise, but the manner in which it is performed. It should be done willingly, with interest, with precision, with style. Try always to improve the quality of the work, the clearness of introspection, the fidelity of the written account, and above all to develop the awareness and the energy of the will. Our Ipower is not strong enough to deal with powerful feelings and drives. Acordingly we have to strengthen it.\ Plan Learn Watch out for Judge/Critic What worked and didn’t. Watch out for your Judge. Post Mortems story. How accurately did you Sense or understand the context, goals, needs in play?Were the right questions asked? Were there blind spots? What about the thinking, mindset or processing? How well did the Response satisfy the needs, purposes, needs and goals of the situation? Determine customer and organizational satisfaction. How well did you execute the plan or strategy? How effective was the ongoing Sensing and Response management? The saying, "We are what we will be," expresses the intimate relationship of the will to the core of human existence.

iPower™ CD “i” IQ Boosting Music iDiscover Best Practice
Discovering a deeper I Peripheral Sensing / Awareness Music Lynn Dhority Accelerated learning Alpha waves. Music alone. and as background Intros iDirect Best Practice Peripheral Sensing/Will Dis-identification/Identification Cut and Paste Best Practices Managing Frustration/Anger Anxiety/Fear Agile Evolutionary Learning-What’s Next? Magnetic Learning Best Practice Creative Identification Catalyze Self-organization Accelerate Learning IQ Boosting Music

Affirmation: the Command, or "Fiat," of the Will.
R. Assagioli’s The Stages of the Act of Will FROM INTENTION TO REALIZATION The Purpose, Aim or Goal. Deliberation. Choice and Decision. Affirmation: the Command, or "Fiat," of the Will. Planning and Working Out a Program. Direction of the Execution. PURPOSE, EVALUATION, MOTIVATION, INTENTION The power of purpose lies in the intrinsic motivation it generates from engaging in activity because we value it for the inherent satisfaction it provides. The search for meaning is amongst the most powerful and enduring themes in every culture since the origin of recorded history A vision of success creates a blueprint for how to invest our energy. The "hero's journey" is grounded in mobilizing nurturing and regularly renewing our most precious resource – energy- in the service of what matters most. When we lack a strong sense of purpose we are easily buffeted by life's inevitable storms. What is the purpose of your job. To: So that: Why is that important??? My customers, clients, people I serve can achieve and I can achieve,,,,,Authenticity does not consist in giving in to a bad motive simply because it exists. In considering motivations, then, one is helped by distinguish between two classes which we may designate respectively as drives and urges, and reasons. Drives and urges can be conscious or unconscious and can be generically regarded as spontaneous tendencies which "move" us or tend to do so. Reasons, on the other hand, to be really such, must be conscious and have a cognitive, mental aspect. What is important is to make sure that the lower motives are aligned with the higher motives, and that it is these that are in control and determine the action. DELIBERATION, CHOICE, AND DECISION Commitment exercise: how you make commitment . how you affirm and to yourself is crucial , drives how well you might follow through. Standing up exercise. close your eyes and just focus on your experience . as you repeat my instructions to yourself. As you do stay in touch with their inner experience . especially your level of intention as you do that. I wish I wish to stand up and clap my hands. I should stand up and clap my hands. One level of intention , did you have, what was your inner experience inner experience. I could stand up and clap my hands. I want to stand up and clap my hands . I will stand up and clap my hands. Plan Thus the prerequisite of thinking--and deliberation--is an act of restraint, of inhibition. To modern ears, the word "inhibition" carries a rather unpleasant sound; it brings to mind repression and its unfortunate consequences. It can be said that today there is a veritable phobia regarding repression. Therefore, it is worth while clarifying the great difference that exists between :repression: and conscious control. It is necessary to consider the consequences of the action that we are proposing to take. This is an exercise in foresight. ... ; what is needed is empathy, that is , the capacity to enter, so to speak, into the skin of others, and by means of intuitive imagination, become aware of the effects our words and acts may produce. Inspirations and Intuition ... Let us now examine another way of making decisions, especially those that are determined by motives originating in or arriving via the higher unconscious (superconscious) in the form of illuminations, inspirations, and urges to action, both inner and outer. Broadly speaking, such motives can be considered transpersonal in character: On the contrary, those who do not have spontaneous inspirations or intuitions can make use of the available methods for activating the superconscious and for linking it with the conscious personality. The most reliable ones are the various procedures of receptive and reflective meditation. Consulting with Others - Finally, there is also the subtle and indefinable but genuine effect of the mere presence of a willing and understanding listener. This can be said to be "catalytic" Counseling , there is a correct counseling technique which is worth learning. ... There are several ways in which a consultant can help: 1. By assisting one to formulate clearly the problem to deliberate upon When the problem concerns relations with other individuals ... by helping one to see that due consideration is given to their points of view. 3. By directing attention to the inevitable consequences of the various possible choices and by illustrating how certainly the law of cause and effect is likely to respond to one's actions. 4. By assisting the enquirer in finding the correct interpretations of the impressions and indications that he has received from unconscious and especially superconscious urges and intuitions. .. The method of consultation can be employed very simply, in the form of dialogue. Collective Deliberation - The first rule is to reduce to a minimum the number of those who are to have a hand in the decisions. ... Another rule is to put time limits on both discussion and decision. A third, and important, rule demands that those who make the decisions assume all responsibility for them, as a group no less than as individuals. Individual Differences - The indecisives, who represent a minority, call for a different approach. They must be faced with the necessity for making decisions. They must learn to do so by seizing opportunities "on the fly," at the right moment. There is an Oriental maxim that has significance for both types: "One cannot mount a camel that has not yet arrived, or one that has already departed.: We can distinguish two different causes, or groups of causes, of indecision. One, which may be considered "constitutions." occurs in introverted types who indulge in excessive and sterile self-analysis. They often have an intense sense of inferiority. ... Other causes of indecision are conflicts between unconscious and conscious motives, fear of making a mistake and unwillingness to assume responsibility. .. Indecisives must clearly recognize that to decide is inevitable. ... , not to decide is in itself a decision, and may well be the worst one! They have to develop the courage to make mistakes. In the matter of making choices, it is essential to recognize that there usually are a few basic choices that enter into the many specific choices. A specific fundamental one is the choice between the past and the future. We are in a period of drastic change and rapid renewal; many old forms do not work any more. The old ways of life prove increasingly inadequate to meet present needs. Therefore it is vain to remain attached to them and to delude ourselves by thinking that we can preserve them intact. On the other hand, the new is not to be chosen in a hurry and without discernment. At present we are witnessing violent, excessive, and ill-considered attempts to change everything at once AFFIRMATIONS I will, I can, I Should, I would first step of achievement stage ... certainty ...conviction. The Techniques of Affirmation 1. The use of "words of power." ... can be said only inwardly, but are more effective if pronounced aloud 2. The use of images. ... One can use the image, or vision, of what is wanted as if it were already accomplished ... Or one can use an image that is the symbol of what we will to realize. 3. Assuming physical attitudes. That is, making gestures, performing acts, which either directly or symbolically express what is to be achieved. 4. Repetition. ... The required number of repetitions depends on the importance of the aim, the difficulty of its attainment, and the time needed for the process of manifestation. ... The technique of repetition can be employed in a variety of ways:Advertisers are probably the cleverest in the use of repetition and, in general, in influencing people by means of affirmation. Identification I AM A WILL; I AM A CONSCIOUS, POTENT, DYNAMIC WILL Also the close connection between the will, the self, and love can be emphasized thorough affirming:I AM A LIVING, LOVING, WILLING SELF PLANNING AND PROGRAMMING THE DIRECTION OF THE EXECUTION An Examination of this final stage of volitional action will reveal the fundamental error generally committed in the use of the will, and error based upon a mistaken conception of its nature and way of functioning. This error consists in attempting to act by imposing the power of the will on the organs of action. Instead, the true and natural function of the will at his stage is to direct the execution, to put into operation the necessary and appropriate means for reaching the proposed objective. It does so by taking command of and directing the various psychophysical functions. Another of the mind's functions which can and must be directed by the will is the intuition. This leads to the examination of the relation between will and intuition. It seems evident that the will possesses no direct power over the intuitive function; it can even hamper its functioning. But here also the will can perform a most helpful indirect action; it can create and keep clear the channel of communication along which the intuitive impressions descend. It does this by imposing a temporary check on the distracting activities of the other psychological functions. Will-Self Leadership Process * *adapted from R. Assagioli’s Act of Will

Skillful Will R. Assagioli’s Psychological Laws
Law 1. Images or mental pictures and ideas tend to produce the physical conditions and the external acts that correspond to them. Law 2. Attitudes, movements, actions tend to evoke corresponding images and ideas; these, in turn (according to the next law) evoke or intensify corresponding emotions and feelings. Law 3. Ideas and images tend to awaken emotions and feelings that correspond to them. Law 4. Emotions and impressions tend to awaken and intensify ideas and images that correspond to or are associated with them. Law 5. Needs, urges, drives and desires tend to arouse corresponding images, ideas, and emotions. Law 1. Images or mental pictures and ideas tend to produce the physical conditions and the external acts that correspond to them. This law is at the base of all psychosomatic influences, both pathological and therapeutic, and it is one of the facts which account for mass suggestion, so cleverly and successfully exploited by advertisers and other "persuaders“. Law 2. Attitudes, movements, actions tend to evoke corresponding images and ideas; these, in turn (according to the next law) evoke or intensify corresponding emotions and feelings. Law 3. Ideas and images tend to awaken emotions and feelings that correspond to them. Law 4. Emotions and impressions tend to awaken and intensify ideas and images that correspond to or are associated with them. Law 5. Needs, urges, drives and desires tend to arouse corresponding images, ideas, and emotions.

Skillful Will R. Assagioli’s Psychological Laws
Law 6. Attention, interest, affirmations, and repetitions reinforce the ideas, images, and psychological formations on which they are centered. Law 7. Repetition of actions intensifies the urge to further reiteration and renders their execution easier and better, until they come to be performed unconsciously. In this way habits are formed. Law 8. All the various functions, and their manifold combinations in complexes and subpersonalities, adopt means of achieving their aims without our awareness, and independently of, and even against, our conscious will. Law 9. Urges, drives, desires, and emotions tend and demand to be expressed. Drives and desires constitute the active, dynamic aspect of our psychological life. They are the springs behind every human action. Law 10. Psychological energies can find expression: 1.Directly (discharge-catharsis) 2.Indirectly, through symbolic action. 3.Through a process of transmutation. Law 6. Attention, interest, affirmations, and repetitions reinforce the ideas, images, and psychological formations on which they are centered. Law 7. Repetition of actions intensifies the urge to further reiteration and renders their execution easier and better, until they come to be performed unconsciously. In this way habits are formed. ... "education is the art of making the conscious pass into the unconscious." Law 8. All the various functions, and their manifold combinations in complexes and subpersonalities, adopt means of achieving their aims without our awareness, and independently of, and even against, our conscious will. This law has been called by Baudoin the "Law of Subconscious Finalism." Law 9. Urges, drives, desires, and emotions tend and demand to be expressed. Drives and desires constitute the active, dynamic aspect of our psychological life. They are the springs behind every human action. ... examined ... disidentification from them ... Observation has to be followed by valuation. The practical problem, the issue that confronts us all the time, is this: how to give adequate and constructive, or at least harmless, expression to each of these urges, drives, emotions, etc. To give some expression to them is necessary. Law 10. The psychological energies can find expression: 1. Directly (discharge-catharsis) 2. Indirectly, through symbolic action. 3. Through a process of transmutation. ... "education is the art of making the conscious pass into the unconscious." This law has been called by Baudoin the "Law of Subconscious Finalism."

Process of Personal Development Agile-Evolutionary Learning
Agile Communications Process of Personal Development Agile-Evolutionary Learning “There is something called learning at a rather small level of organization. At a much higher gestalt level, learning is called evolution.” Gregory Bateson “The mainspring of creativity appears to be man's tendency to actualize potentialities as the organism forms new relationships to the environment. This tendency may become deeply buried and awaits only the proper conditions to be released and expressed.” Carl Rogers “Not much can happen until and unless management changes it’s self-image.” W.E. Deming “You never change things by fighting the existing reality. To change something, build a new model that complements or makes the existing model obsolete.” R. Buckminster Fuller, Critical Path Why we resist change - Unfortunately, for most people the path of integration is full of detours and dead ends. One of the most challenging of these appears as resistance to personal change. In my fifteen years of researching and facilitating the personal integration process, resistance to change generally comes down to one of three stances: "I don’t' know how.""It's not possible." "I don't want to.“ I’m unsure“"This is the easier objection to facilitate because the person has intention and commitment to change. All you need is a road map, coaching and support. The personal change process can be flow - charted, studied and attended to like any process. There will be potholes and other obstacles, but with a good map and some coaching, personal change is very accessible and an extremely rewarding process. It's not possible … I don't know how … "The "I want to, but it's not possible" stances generally results from being caught in the paradigm that says, "Once we turn 30, we become one - dimensional, immutable automatons." The danger of this stance is that it can quickly change into "I don't want to."What's needed to head off that objection is information - evidence, if you will - that shows change is possible and, in fact, is already happening. Once accepted, the stance can move to "I don't know how.“ Look deeper when you hear "I don't want to … " While "I don't want to" has many looks, it is usually accompanied by some form of denial of the need to change. The denial is usually sustained by justifications like, NO NEED "I got to where I am today because I've been doing things right for so long … so why should I change now?" Generally this is only a cover for deeper causes. Fear of Inadequacy, Pride, Lack of self acceptance. Fear of Failure Resentment Fear of LOSS Letting Go Researchers at Lutheran University discovered a root cause of “I don’t want to” when they tested experienced managers with MBAs and found that, while they rated themselves high in self-worth, they ranked themselves low in self-acceptance. They had a very difficult time accepting their limitations and imperfections. So when someone comes around and tells them they need to change, they begin to feel inadequate and that something is wrong with them. This frequently leads to denial and other defense mechanisms and can evoke a tyrant sub-personality who “shoots the messenger”. Cooperating with your Personal Integration Process sidesteps this resistance because the initiative direction and the responsibility for the change come from inside the you rather than from outside. Everything organizes around identity.

Stages of Development Studies
Adults Loevinger Managers Torbert Engineers/Mgrs. Bushe and Gibbs Diplomat 6.8 % 10.4% 3.1 Expert 26.1 47.5 35.9 Achiever 40.9 34.3 43.7 Sub-Total 79.7 95.4 82.8 Strategist 14.1 4.6 15.6 Magician 6.2 1.6 Recognizing individual uniqueness enables people to situationally suspend ego-based competitiveness and work with others, not only with respect for differences, but with authentic appreciation, complementarity and mutuality. In this context team members can cross-catalyze each other’s self-organizing process, creating a self-perpetuating personal and team learning process. As people grow personally and as a team, a corresponding increase in synergy and productivity occurs. Ego Development and the “I” (self). The biggest obstacle for most leaders is their over identification with old “success strategies” organized around a level of personal integration (ego development) that keeps them from grasping complexity and acting congruently. Jane Loevinger, Bill Torbet and Robert Kegan developed similar models of ego development. Four studies have employed an ego development assessment device, The Washington University Sentence Completion Test, developed by Jane Loevinger and Associates. Very few managers (less than five percent) scored higher than the Conscientious or Achiever stage. Bushe, G.R. & Gibbs, B. Journal of Applied Behavioral Science, Bushe, Gervase: “Psychological Development and Organization”. The stage of personal growth, world view and level of cognitive functioning that corresponds with MBO is the conscientious (Achiever); with TQM, the inter-individualist (Strategist); and with Organizational Learning, inter-individual to autonomous (Strategist to Magician). Since 1985, four studies have employed an ego development assessment device, The Washington University Sentence Completion Test, developed by Loevinger and Associates. The table below shows those results. Study 1 involved 804 U.S. adults. Study 2 focused on 280 managers in U.S. corporations. Study 3 assessed 69 managers and engineers. And Study 4 involved certified Organizational Development consultants.Studies 2 and 3 show that better than 34 percent of managers have reached the Achiever stage, which correlates well with the widespread acceptance and implementation of MBO during the 1970s and early 1980s. However, very few managers (less than five percent) have apparently advanced beyond the Achiever stage, which accounts for the relatively modest success in implementing TQM. Achievers can be quite adept at setting TQM goals and objectives as well as talking about them. But they apparently cannot “live” it, cannot walk the talk, cannot really operate from a process orientation, collaborate well, or empower others to act. Management by Objectives (MBO) emphasized elaborate methods of decentralized individual and collective goal setting, planning, and “whatever-it-takes” action. Acting congruently with MBO demands managers move beyond past success strategies of pleasing the boss and being conscientious problem solvers to setting ambitious goals and making them happen. For many this has been a relatively easy step, as ample role models exist and the dominant American culture seems synchronous. Total Quality Management (TQM) focused on a “process” oriented theory of management and decision making. It established empowered teams and employed statistical methods to continuously improve business processes, in order to improve quality and customer satisfaction. In TQM emphasis shifts from just getting results to examining and continuously improving the processes that produce the outcomes. This requires a fundamental shift in values, cognitive functioning, world views, attitudes, and behaviors of individuals, along with parallel, supportive changes in the organizational culture. A more collective consciousness, greater valuing of interpersonal relations, more understanding of oneself and others, and seeing the organization as a collection of business processes are representative of the kinds of individual and cultural shifts most often needed by American Organizational Learning (OL), the most recent technology to emerge, combines a “systems thinking” perspective with tools for understanding and working more dynamically with highly complex systems and processes. Currently, Organizational Learning, with its emphasis on systems thinking, mental models, dialogue and personal mastery, demands yet another level of personal growth and cognitive functioning. To grasp and employ OL, managers must not only have a process orientation and the ability to act in accordance with end values, but must also understand Systems Thinking and complex systems. You Me WE Disidentification

Why People Resist Change.
Agile Communications Change Why we resist change - Unfortunately, for most people the path of integration is full of detours and dead ends. One of the most challenging of these appears as resistance to personal change. In my fifteen years of researching and facilitating the personal integration process, resistance to change generally comes down to one of three stances: "I don’t' know how.""It's not possible." "I don't want to.“ "I don't know how … "This is the easier objection to facilitate because the person has intention and commitment to change. All you need is a road map, coaching and support. The personal change process can be flow - charted, studied and attended to like any process. There will be potholes and other obstacles, but with a good map and some coaching, personal change is very accessible and an extremely rewarding process. It's not possible … "The "I want to, but it's not possible" stances generally results from being caught in the paradigm that says, "Once we turn 30, we become one - dimensional, immutable automatons." The danger of this stance is that it can quickly change into "I don't want to." What's needed to head off that objection is information - evidence, if you will - that shows change is possible and, in fact, is already happening. Once accepted, the stance can move to "I don't know how." Look deeper when you hear "I don't want to … " While "I don't want to" has many looks, it is usually accompanied by some form of denial of the need to change. The denial is usually sustained by justifications like, "I got to where I am today because I've been doing things right for so long … so why should I change now?" Generally this is only a cover for deeper causes. Researchers at Lutheran University discovered a root cause of “I don’t want to” when they tested experienced managers with MBAs and found that, while they rated themselves high in self-worth, they ranked themselves low in self-acceptance. They had a very difficult time accepting their limitations and imperfections. So when someone comes around and tells them they need to change, they begin to feel inadequate and that something is wrong with them. This frequently leads to denial and other defense mechanisms and can evoke a tyrant sub-personality who “shoots the messenger”. Cooperating with your Personal Integration Process sidesteps this resistance because the initiative direction and the responsibility for the change come from inside the you rather than from outside. “i” I Don't want to... (disconfirm something I am identified with).

Agile Evolutionary Learning- Create new “Subpersonality”
The game of life, we might say, is cycles of creative emergence and extinction in which the reward is not long-term s urvival but simply transient expression of a coherent form, a revelation of a possible state of life which we call a species, whose value is intrinsic to its being. Life, it seems, is not to be measured by quantity of success but by quality of creative living. Lacking Disidentification self-organization appears to require chaos??? Clearly the metaphors are shifting here from competition and survival to creative emergence and expression of appropriate novelty. These are not necessarily in conflict. In fact, they are united in another fundamental insight of complexity theory. While studying the dynamic behaviour of cellular automata, which are particularly useful for modelling complex systems, Norman Packard and Chris Langton (see Waldrop, 1992) had the intuition that the 'best' place for these systems to be in order to respond appropriately to a constantly changing world is at 'the edge of chaos'. Here order and disorder are combined in such a way that the system can readily dissolve inappropriate order and discover patterns that are appropriate to changing circumstances (Kauffman, 1993, 1995). Everything organizes around identity. New Success strategies usually emerge when there is trouble. A change in the environment, a knawing dissatisfaction or a deep sense that something is missing triggers a period of self-reflection and introspection. Eventually a path forward emerges in the form of a captivating image, idea or interest with enough magnetic pull on your I to begin fantasizing and exploring. You imaginatively try it on for size just as you would a suit of clothes. If you liked the imagined fit and effect you become even more interested and consider a real life experiment. If you manage to overcome your fears and sidestep old habits you actually try it out in real life. If the behavioral experiment works and you liked the feedback you try it again. The more you try it, the more you became interested in and attracted to the beliefs, values, knowledge, behaviors and skills that go with it. The more you successfully express what you learn, the more confident in the role or behavior you became. After a while, you begin to think of and describe yourself in terms of the new role, competency or quality. Soon it takes on a life of it’s own. Eventually it becomes just another part of who you are, another role or quality-another aspect of your overall identity. All mental models, competencies, beliefs, values, knowledge and skills self-organize around identity. What is already trying to happen? Overcoming concerns, old habits and other obstacles is critical to Agile Learning. Numerous studies have shown that the number one predictor of success is the ability to be effective in new or novel situations. Blocked development is one of the key reasons for career derailment, poor performance and job dissatisfaction. You can no longer rely exclusively on old “success strategies’ and competencies-that worked in the past. The only long-term sustainable advantage is Agility. Learning how to learn new success strategies is crucial to the trajectory of your career and your personal life. The Self-organizing inquiry taps your creative process to produce an idea or image that symbolizes your next step. Magnetic Learning turns that idea or image into reality by catalyzing natural self-organizing processes. Taken together they keep you one step ahead. All knowledge, beliefs and skills self-organizes around identity. In Magnetic Learning you imaginatively identify with the image that symbolizes your new success strategy, then project yourself as the image into an actual learning situation and simulate the learning. Every time you practice you are charging the magnetic properties of the values, beliefs and behaviors symbolized in the image. The charged image in turn attracts and organizes related ideas, insights, knowledge, experiences and feedback throughout your day–even when your sleeping. The snowballing effect generates the psychological momentum and mass necessary to launch the learning and sustain interest and action until the learning becomes a habit. By fully identifying with the image, you give it life. After awhile it takes on a life of it’s own. Overcoming concerns, old habits and other obstacles is critical to Agile Learning. iPower helps you align your motivation and cut through learning blocks and resistance to change. their applications may be underdeveloped and not have the functionality needed for their current role and responsibility Jack Androvich—Problem Solver Didn’t develop his people. Couldn’t stop old habit. iPower™ Agile Evolutionary Learning- Create new “Subpersonality” “I” New Role “Inquirer” “Success Strategies” Thinking/ Feelings “Defensive Everything organizes around identity. Energy follows attention, thought and identification. +

Creative Process-Self-discover Emergent “Subpersonality”
Current Over Used “Subpersonality” New Complementary “Subpersonality” iPower™ Direction “T-REX” “Diplomat” “Superman” “Tough Decision Maker” “Collaborative Leader” Interdependence “Sensor” “Director” “Seed Man” “Collaborative Leader” Once in awhile I go into the SP. Most of the time awareness self-management and substitute new strategy. I do exp;ore their next step in imagery. Become the image show up in your office what is it like how do people respond to you. What do you do??? How do you plant seeds etc. John Sims, Image of superman, marsh-mellow. Nic Image of Dragon/Bambi Doer: Raj Das Gladiator / Buddha-- Appreciator Bank of America Analytical Accountant bring his band leader to work. Jack Androvich—Problem Solver Didn’t develop his people. Couldn’t stop old habit. Todd Masonis Priest “Achiever” Independence “Catalyst Strategist” Interdependence “Strategist” Interdependence

Evolutionary Learning
iPower™ Evolutionary Learning Fred Turner was Director of Product Development at a major networks company. He was well known for making things happen, technical knowledge and his business savvy. He was also impatient, demanding and heroic. When any of his managers reported issues that could impact schedule, Fred would get frustrated and even more demanding. The first two managers I interviewed in Fred’s group recommended his termination. They attributed most of the group’s problems to Fred’s management style. Once anyone becomes over-identified with a particular role or “success strategy”, they tend to over use it. Critical feedback is experienced as an attack on who they are, triggering a host of defense mechanisms. Fred needed to get bigger than his “Commander”. He needed to discover a sense of “I-ness” that could manage his “Commander” identification and unblock the evolution of his leadership. When he told me he had a single digit handicap in golf, I wanted to know more about his “Golfer.” I asked him, “What is your “Golfer’s secret to success?” He told me, “I am a good putter, ball striker and I don’t beat myself mentally. When I get upset or rattled I let go of it quickly.” I wondered allowed, “What if you could bring the mind set of your “Golfer” to work? What if when your “Commander” or your always out of time “Rusher” get upset or rattled you could step back from and modulate the pressure and frustration? Even let go of it quickly?” “Collaborative Leader” Partner/Shared Vision Soft Power The Evolution of Leadership. VP “Negotiator” Interests?/Options? “We want…” “Architect” Performance Process/System Perspective I asked him to look at golf as a metaphor for leadership. Each hole represents a milestone or goal in the organization’s overall purpose/vision. Each has its unique challenges. However, on this leadership golf course you have to execute almost every shot through others. Every club in your bag represents a different leadership role like “Visionary”, “Coach”, “Commander”, “Talent Scout”, “Tough Decision Maker”, “Strategist”, “Performance Manager”, “Thought Leader”, “Salesman”, “Catalyst”, “Politician”, “Collaborative Leader”, “Time Manager”, “Knowledge Seeker” and “Team Builder”. The adaptive insight that emerged for his next step role was a pair of glasses with question marks on the lenses. He interpreted it as seeking to better understand situations, especially people. I asked him to become the glasses and describe what it was like. He described it as relaxed, fully present and listening. He felt naturally curious, almost child like and full of questions. He named it “Curio”. He realized that the essential purpose of understanding is more effective action. Accurately sensing the problems, opportunities, needs, constraints or threats in play (both personal and business) is crucial to effective communication, effective action and getting the results he intends. I added that seeking to understand is like having the right grip in golf. No matter how well you swing the club, without the proper grip the ball will not go where you intended. Understanding gives you a grip on situations. He summed up the narrative of this evolutionary step in leadership as, “rather than always blast my way out of traps and the rough I will ask my way out. I will select the proper club and double check my grip.” Compass make bigger circles. Larger and larger circles. Architect with a Systems perspective. One person is demanding. Become the compass. As the compass I feel split. Pull or give in. Become Pull what is that like. I feel stubborn. Let go of that and become give in. What is that like? Rolling over. Let go of that and observe them both. What is it like? I see that the key to it is viewing the situation from the top of the compass. From this perspective I can understand what is really important to both sides and try to find a solution that works for both. As the compass imagine you are negotiating an agreement with one of your peers. What do you do as the compass? I start out expressing what works best for me and ask what works for them. If we disagree, I go to the top of the compass and seek to understand what is really important here to me and to them. Compass make circles which archetype for inclusion. Collaborative Leader huddle where everyone is in a circle with arms around each other When he needed to enroll people in a shared vision he would take out the score card hole layout and engage them in a dialogue about overall strategy and course management. anticipates future trends and flow on effect of decisions over a 5 to 10 year time-span; and “Collaborative Leader” Collaborative leadership relies more on soft power versus hard power. The power of understanding, influencing and collaborative skills more than positional power; enrolling, catalyzing and facilitating rather directing; negotiating shared agreements and sustaining alignment rather than unilateral decision making and cross organizational political skills more than intellectual superiority. “Inquirer” Understanding Leveraged “Golfer” Relaxed Under Pressure Current Over Used Stressed “Commander” Hard Power “I want..” Get it done!

Natural Evolution - balancing and synthesis of opposites.
Agile Communications Natural Evolution - balancing and synthesis of opposites. Complementary “Subpersonalities” ANDs “Collaborative Leader” Complementary Roles The architecture and the communications architecture is intended to integrate affecting change and have seen fit integration independence and affiliation to interdependence You bring the most effective application to the situation you face. The problem for most people is they may not know what their architecture is, if it is inappropriate to the situation they are in, their applications may be underdeveloped and not have the functionality needed for their current role and responsibility “Commander” ----Effect Change Independent \ Competitive Authoritative / Pushy Challenges the status quo. Presents ideas forcefully. Generates conflict/resentment. Enhance Fit “Diplomat / Inquirer” Seeks understanding. Establishes rapport and trust quickly. Listens and explores other’s POV. Withholds POV. Compromises / accommodates.

Natural Leadership for Peter Stonefield dazzle of ideas folding
themselves together in mind tissue I follow your voice into meditation I see a woman’s face shining in sunlight through a crystal bowl I follow her image through offices of the gas company now filled with music and colors her clean dark hair her smooth walk draw me onward she is my natural way of leadership arranging my pieces to her field of energy you are a man of rainbow energy who leads seminars of possibilities you teach business people to juggle yellow tennis balls toss them up up up your mind opening always for new ways to assist the perfection of energy our natural leaning toward wholeness I remember your red tie and white shirt the way you walk effortlessly into tomorrow He interpreted the mental image of the woman as representing his artistic and creative side which had gone completely unexpressed at work. His management style at work was characterized by the cool, detached attitude of an MBA-trained asset manager. In the poem, he describes the visceral experience of how his image acted as a “attractor.” He interpreted the image of the woman as representing his artistic and creative side, which was completely unexpressed at work. He described his management style as non-irascible and somewhat detached, “I followed the numbers with the objective attitude that reflected my Harvard MBA-training.” Len grounded the insight and made an identity shift by writing the poem and initiating visits to work sites. He described the visits in monthly letters to all employees entitled Tidbits. In each Tidbits, he describes his experience of walking in the shoes of employees for a day. He portrayed a woman who monitored transmission lines through multiple computer terminals as a “ring master.” His day in the trenches with a street crew became a celebration of the skill in backhoe operation and his joy of physical work. He expressed excitement about each person’s work and contribution. The creativity, sensitivity and values expressed not only celebrate the employees involved, but vicariously honor all employee skills and contributions to the organization. The self-disclosure, humility, and humanity he expressed fostered a sense of “mutuality” and appreciation of each individual’s uniqueness in the organization. The feedback to Len’s monthly letter has been extraordinary. Over time this and other creative actions are creating a climate of teamwork and appreciation. Len sees this as contributing to the readiness for adapting to a more competitive and deregulated marketplace. Len’s self-organization improved his fitness with the organization and his ability to effect change on it. --Len Edgerly Vice President and General Manager Northern Gas of Wyoming

Subpersonality - Adaptive Specialization Self-organization “Inquirer”
Agile Communications Subpersonality - Adaptive Specialization Self-organization “Inquirer” iPower™ Awareness Will Info In Context Qualities Empathic Understanding Mindset Seek to Understand Communication Architecture Language Building Blocks Role Play Partial Identity “Inquirer” Catalytic Image / Idea Vision Characteristics Inquisitive What I need is out there…. natural, inside-out, self-organizing process that takes place (mostly subconsciously) in response to inner promptings and environmental pressures. One’s self-organizing process again and again reorganizes the character or role structure of the personality to establish new world views and new ways of interacting with the environment in an effort to have individuals find their “niche” and to be more fully “themselves.” The self-organizing process is a creative process involving multi-level iterations and or reiterations of micro and macro learning cycles of discovery, replication, and integration. Who am I????? As you move through your day you reflexively identify with whatever role, emotion, assumption or idea has the greatest pull on you-your sense of I–ness. You in effect “switch heads” with out thinking about it. Your I ness shifts from one consistently recurring pattern of behavior, one social role, one aspect of your overall identity to another. For example, in one situation you may play the role of leader or manager. In another you be a follower or doer. And after you leave work you may act as father, mother or friend. Most people can identify over 20 distinct ways of being and doing. Each one of these consistently recurring patterns of behavior are adaptive success strategies or competencies from the past. Each one has it’s own sensing mechanism, worldview, set of beliefs, values and behaviors. It’s own set of wants, needs and expectations. When you identify with a one of these aspects, your sense of I-ness becomes embedded in it virtually unnoticed. It becomes the central aspect of who you are in the moment, determining how you perceive reality and act communicate. For example, when someone is identified as a “tough decision maker” and say I they are referring to themselves in the role of “tough decision maker” and not as a visionary leader, loyal subordinate, mother, friend or any other part of their overall identity. And when identified as a “tough decision maker” the mental models, beliefs and values that shape perception, problem solving, decision making and action are very different from those when in the role of mother. Some of these success strategies are major and some are minor. Who Am I? All of these identifications make up your overall sense of identity. The problem is each of these roles has Limited Sensing and response. Whenever you become identified with an idea, emotion, assumption or role you in effect put blinders on. And when you are identified with one role you generally don't have a sense of self apart from that role. More importantly we do not have access to the skills and qualities, competencies of all the others. Each one of these roles has it’s own sensing mechanism driven by what is important or valued by it. What it considers will help it survive, thrive and grow and perceived threats. It is very efficient and for most people quite effective. Broad context and limited context. Extroversion – Introversion --Sensing – Intuition--Thinking - Feeling Judging - Perceiving Isabel Briggs-Myers added fourth criterion: However, there is also a downside to automatically identifying with something. The old habit or role you identify with may be ineffective or counter-productive to your aims in a particular situation. Illustrate: Striver Body Corporation “Success Strategies”/Roles Heart Manufacturing Manager Brain Engineering Problem Solver/Firefighter Eyes HR Husband/Wife Autonomic Nervous System Cultural Artifacts Visionary Ears Sales Buddy Reproductive System Services Father Endocrine System QC Co-creator/Collaborator Digestive System R&D Leader Lungs Marketing Subordinate “I” Purpose To Understand Reinforcing + Info Out Everything organizes around identity.

Inquirer - Mindset / Skills
Agile Communications iPower Purpose: To: accurately Sense or understand the mindsets, problems, needs, opportunities, threats, purposes and complexities in play. INWT: is supportive, clarifying and when appropriate challenging. So That: everyone learns, is on the same page, aligned, motivated responsible and can Respond effectively. Deploys Leadership Process. Presence- Establishes Rapport. Relaxed, Focused and Fully Present in the Moment. Reads Body Language. Attentive Listening and Curiosity. Clarifying Interpretations and Understandings. Understanding a Problem. Clarifying / Exploring Other’s Thinking / Reasoning . Positive Re-framing - Addressing Negative Inferences / Toxic Statements. Addressing Snap-judgments - Facilitating Dis-identification. Confirming Understanding of Agreements. Calming Defensive Behavior in Others. Clearing “Pebbles”. As the image, how would you describe your presence to someone? Attentive focused there in the moment? What are the traits characteristics qualities? What is your body language? Give it a name. What will your Inquirer have to compete with for airtime?

Leadership Architecture
Communications Universal and Scalable Builds Alignment Contextualizes I want/You want dilemma. Balances shared interests with self-interest. Establishes communications protocols. Gets everyone on same page. Motivational Evokes shared will / meaning and purpose. Builds Learning Environment The architecture is a universally applicable leadership process that structures and guides your communications. The language building blocks are opening lines, phrases and tactics for effecting change while maintaining essential harmony. The leadership challenge for every interpersonal situation is one of energizing and aligning collective will. In any interpersonal situation there are differences. There are different goals, priorities, interests, needs, passions, ways of thinking and world-views. Those differences result in different intentions. Aligning those differences is crucial to getting the collective results you intend. Because the architecture is derived from the stages of the act of will, it facilitates the alignment of intentions and the self-management of counter-productive tendencies. Communications architecture: Establishes Scalable Universal Standard or Protocol, Manages Expectations, Fosters Alignment Gets everyone on the same page quickly. Addresses different mindsets ways of thinking. Enrolls others You see, goals are objectives we achieve. But purpose answers the questions: "Why am I here?" and "Where am I going?" We I You Want

Agile Leadership Vision -Personality as Instrument.
Agile Communications Agile Leadership Vision -Personality as Instrument. Adaptive Specializations Leadership Cluster “Creator” “Inquirer” “Advocate” “Negotiator” “Delegator” “Coach” “Conflict Manager” “Change Manager” “Talent Scout” “Thought Leader” “Knowledge Manager” “Collaborative Leader” “Strategist” Situation Environment Context Pressure Need Satisfiers Threats iPower™ Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control Who Am I? Body Corporation “Success Strategies”/Roles Heart Manufacturing Manager Brain Engineering Problem Solver/Firefighter Eyes HR Husband/Wife Autonomic Nervous System Cultural Artifacts Visionary Ears Sales Buddy Reproductive System Services Father Endocrine System QC Co-creator/Collaborator Digestive System R&D Leader Lungs Marketing Subordinate Law of Requisite Behavior : Cells that organize themselves with the greatest range of effective behavioral responses will not only have the greatest chance of survival but will lead the other cells.

Agility Effectiveness
Agility- Co-evolution of Identity Group Identity Shift New Strategy Cultural Values Creates Opportunity Pressure New Ideas / Roles Agility Effectiveness Self-Reinforcing Feedback Loop Individual Identity Shift

Self-organizing Inquiry- VP Engineering Team
Current organizational “success strategy”. “Get the deal no matter what. Depend on Eng. / Mfg. to make it at a profit.” Insights-Past Leadership Style

Decentralized, creative, synchronistic, and collaborative.
Adaptive Insight Future New “success strategy”. Adaptive design, manufacturing and sales platform. Get the deal no matter what (as long as it conforms to the platform). Decentralized, creative, synchronistic, and collaborative. Leadership Style

Co-evolution of Identity Shared Vision
Diagnostic Engineering Future Diagnostic community produces jewels for customers returning treasure to Sun. Co-evolution of Identity Shared Vision A clear purpose, vision and strategy aligns power for lift off. Present Symbiotic learning creates autonomous interdependent knowledge leveraging relationships across business units and geography. Diagnostic engineers self-organize a knowledge sharing and information methodology and network. Past New business units probe different environments, dispersing knowledge in the process. Decomposition and breakdown of old structures and relationships.

Psychosynthesis -The Ideal Model Technique
Procedure Sit in a relaxed position. Let your feelings become calm. Allow your mind to become quiet, but remain alert. Then read carefully the following words: 1. All of us under evaluate ourselves in some way. We each have an image or model of ourselves which is worse than we really are. Sometimes we believe this model to be true. Close your eyes and think about this model for a while. Let an image of it come into your mind. Try to see it clearly. Pay attention to your feelings about it; study it for a while, getting to know it as much as you can. Take some time to do this. Then open your eyes. (After you have completed this first phase, continue reading the directions.) Now draw a picture of that image of yourself. Sometimes this is the image of a person, sometimes it may be a symbol, or perhaps an abstract pattern of colors. Or if you don't have an image, you can just begin to draw and let it come.(After you have finished drawing, continue reading.) Write down the thoughts you had about the image, your feelings about it, the meaning you see in the drawing, the relation it has to your everyday life, and anything else that may be relevant.(Continue reading after this.) Now recollect yourself; put aside this model; take a few deep breaths... again relax your body... let your feelings become calm let your mind quiet down, but remain alert... Then read carefully the next statement, and deal with it just as with the previous one. After you are through with the drawing and the writing, go to the following statement, and so on until you complete statement six. 2. I also over evaluate myself in some way. I have an inner image of myself which is better than I really am. There is in me some glamorous "secret-daydream" model or image of how I would like to be, one that is usually exaggerated, unattainable in practice, and therefore sterile. 3. I have also a model of myself as I would like to appear to others, as contrasted to how I really am. 4. There are also in me models of how other people see me, how they believe I am—the images they project onto me; both images I like and images I resent. (In working with this, take time to consider each kind and draw both on the same sheet.) 5. Finally, there is in me an image of how other people would like me to be, of what they expect of me, of how they would like to change me. 6. Take all the drawings and look at them one at a time, in sequence. Get in touch again with each model... name it remember your feelings about it. Now stand up and with your eyes closed get in touch with the weight of these images... feel how they limit and restrict you... how they hold you down... As you stand, let your body move to SHAKE THEM AWAY! Really shake off their weight and drop all these false, imposed models of yourself with an act of will... let go of them... and be still for a while experiencing how you feel. Then open your eyes. 7. Now sit down, again closing your eyes, and recollect and center yourself. Think through what you really and realistically would like to be. Let an image of yourself as this model come from within you. Take time to do this. Examine this image, getting to know it as well as you can. See yourself that way. Then add to it any other aspect that you decide is appropriate, and drop anything that doesn't seem right or useful. Open your eyes and draw an image or symbol of it. And then write any thoughts or feelings you have about it. 8. Once you feel good about your ideal model, close your eyes, visualize yourself as being that model; see your face, your eyes, your posture, your expression, all embodying the qualities of that model ... spend all the time you need to do this. Then BECOME that model feel what it is like to be it. Visualize yourself dynamically in a number of everyday situations in your own life, possessing and acting out the qualities and attitudes of that model. Now open your eyes, consider what happened, and write down any new insight, or anything you may want to remember. Then decide if you want to make any new changes to your ideal model. This eighth part of the exercise gives a practical model of action which we can use more and more spontaneously when the need arises. It is quite useful if performed only once, but will be most beneficial if it is repeated frequently, preferably daily for a while. It is most valuable if done early in the morning, playing in the imagination the particular situations that are likely to occur that day. End the exercise by affirming your determination to act with the qualities and attitudes of the ideal model throughout the day, and especially during the situations considered. In groups, it has been found helpful at the end of the exercise to form small clusters of three or four people,where in each person in turn shows his drawings and shares and discusses what emerged, and gets feedback from the others. Psychosynthesis -The Ideal Model Technique Image or model of myself which is worse than I really am. Image or model of myself which is better than I really am. Image or model of myself as I would like to appear to others. Images or models of how other people see me, both images I like and images I resent. Finally, image of how other people would like me to be. Get in touch with the weight of these images... SHAKE THEM AWAY! Think through what you really and realistically would like to be. Let an image of yourself as this model come from within you. Take time to do this. Examine this image, get to know it as well as you can. See yourself that way. Then add to it any other aspect that you decide is appropriate, and drop anything that doesn't seem right or useful. Open your eyes and draw an image or symbol of it. And then write any thoughts or feelings you have about it. Visualize yourself as being that model; see your face, your eyes, your posture, your expression, all embodying the qualities of that model ... spend all the time you need to do this. Then BECOME that model feel what it is like to be it. Visualize yourself dynamically in a number of everyday situations in your own life,

Eric Jantsch, Astrophysicist
Self-organizing Universe

Articles http://www.slgllc.com/Articles.htm
Leadership as a Stage Play Knowledge Bullies How much are they costing you and what to do about it. Adapt or Die-It's an AND World Natural Leadership

Psychosynthesis The Realization of the Self

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