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© 2002 Stonefield Learning Group 3256 El Suyo Drive San Ramon, CA 94583 925-828-3434 Psychosynthesis The Realization.

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Presentation on theme: "© 2002 Stonefield Learning Group 3256 El Suyo Drive San Ramon, CA 94583 925-828-3434 Psychosynthesis The Realization."— Presentation transcript:

1 © 2002 Stonefield Learning Group 3256 El Suyo Drive San Ramon, CA Psychosynthesis The Realization of the Self Your aspirations-our passion.

2 © 2002 Stonefield Learning Group Systems Thinking - Expanding the Focus of the Observer How are living systems organized? Drive to survive, thrive, develop, perfect or actualize. Drive to survive, thrive, develop, perfect or actualize. Modularity/Cellular-collection of nested subsystems. Modularity/Cellular-collection of nested subsystems. Emergence-Self-organizes adaptive specializations or success strategies. Emergence-Self-organizes adaptive specializations or success strategies. The whole is more than sum of parts. The whole is more than sum of parts. The whole defines the nature of the parts. The whole defines the nature of the parts. The parts cannot be understood by just studying the whole. The parts cannot be understood by just studying the whole. The parts are dynamically interrelated or interdependent. The parts are dynamically interrelated or interdependent. Flexible self-regulation or management. Flexible self-regulation or management. Self-correcting, Self-sustaining properties through balancing feedback. Self-correcting, Self-sustaining properties through balancing feedback. Evolution of consciousness, worldview or identity. Evolution of consciousness, worldview or identity. 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 its behavior will control the system. Ross Ashby

3 © 2002 Stonefield Learning Group CAS - Complex Adaptive SystemsEmergence Complex Adaptive Behavior ChangingEnvironment ChangingEnvironment ChangingEnvironment ChangingEnvironment Info In Info Out Self-organizedSubsystems Negative Feedback Positive Feedback

4 © 2002 Stonefield Learning Group Changing Business Environment Survive and Thrive? Space / Time Product Lifecycles Knowledge Lifecycles Product Lifecycles Knowledge Lifecycles Relationship Stability Relationship Stability 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 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 Optimal Response ? 80% of problems are related to human relationships.

5 © 2002 Stonefield Learning Group How Toxic Colleagues Corrode Performance 48% decreased their work effort, 48% decreased their work effort, 47% decreased their time at work, 47% decreased their time at work, 38% decreased their work quality, 38% decreased their work quality, 66% said their performance declined, 66% said their performance declined, 80% lost work time worrying about the incident, 80% lost work time worrying about the incident, 63% lost time avoiding the offender, 63% lost time avoiding the offender, 78% said their commitment to the organization declined. 78% said their commitment to the organization declined. Harvard Business Review 5/2009

6 © 2002 Stonefield Learning Group Self-management Self-management Problems How often do people get emotionally upset, frustrated, defensive, angry? 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 very critical or judgmental of self or others? How often do people get into unproductive conflict? How often do people get into unproductive conflict? How often do people get anxious or fearful? How often do people get anxious or fearful? How often do old habits or Success Strategies limit effectiveness? 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 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 often people set goals and not follow through? How resilient or adaptive are people when faced with change? 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? Do you believe there are skills, behaviors, or attitudes, that would cause people to be much more effective? What prevents them from acquiring them? What prevents them from acquiring them?

7 © 2002 Stonefield Learning Group Peters Universal Law of Success- All Living Systems Sense and Response Agility Accurate Sensing Survive, Thrive, EvolveNutrients Affiliation/Fit Independence Enhance Fit Effect Change Environment Situation Situation Context Context Opportunity Opportunity Potential Potential Threats Threats Effective Responses AgilityInnovateAdapt Execute / Align / Fit Evolve Create / Self-manage Multiple Adaptive Specializations or Subsystems Law of Requisite Variety: In any system of humans or machines, the element in the system with the greatest variability in its behavior will control the system. Ross Ashby

8 © 2002 Stonefield Learning Group AND AND AND AND Organizational Sense and Response Agility Innovate Create Waves Preemptive Leadership Adapt Catch Waves Robust Viability Perform Ride Waves Synergistic Quality Execution Change / Evolve / Learn Be and let go of Waves Adaptive Capacity / Changeability Multiple Collaborative Subsystems 2.0 Knowledge Sharing Enabling Technologies Distributed Agile Leadership Its an AND world. Law of Requisite Variety: In any system of humans or machines, the element in the system with the greatest variability in its behavior will control the system. Ross Ashby We Me Want

9 © 2002 Stonefield Learning Group 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, Situational Effectiveness Own Domain AND At Interface ME to WE Worldview Situation Situation Context Context Pressure Pressure Opportunity Opportunity Threat Threat Law of Requisite Variety: In any system of humans or machines, the element in the system with the greatest variability in its behavior will control the system. Ross Ashby Its an AND world. We Me Want

10 © 2002 Stonefield Learning Group Key Individual Challenges Psychosynthesis Addresses Key Individual Challenges Psychosynthesis Addresses 80% of problems are related to human relationships. How do we self-organize Me to WE worldview ? How do we self-organize Me to WE worldview ? Evolve level or stage of personality development? Evolve level or stage of personality development? How do we as individuals become agile leaders? How do we as individuals become agile leaders? Self-management – manage thinking, habits and emotions. Self-management – manage thinking, habits and emotions. Self-organize many new subsystems or roles with different mindsets? Self-organize many new subsystems or roles with different mindsets? Overcome reluctance to personal change? Overcome reluctance to personal change? Build adaptive capacity and accelerate learning? Build adaptive capacity and accelerate learning? Understand why people behave as they do and appreciate uniqueness? Understand why people behave as they do and appreciate uniqueness? We Me Want

11 © 2002 Stonefield Learning Group Organizational Challenges Psychosynthesis Addresses 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? How do we as a group Build ME to WE cultural values, consciousness or worldview? Be like me to appreciate uniqueness? Be like me to appreciate uniqueness? How do we as a group become agile? How do we as a group become agile? Reduce reluctance to change? Reduce reluctance to change? Manage conflict? Manage conflict? Build adaptive capacity or changeability? Build adaptive capacity or changeability? Co-evolve business strategies and leadership styles? Co-evolve business strategies and leadership styles? Enhance synergistic execution – get everyone on the same page with aligned intentions and wills? Enhance synergistic execution – get everyone on the same page with aligned intentions and wills? We Me Want

12 © 2002 Stonefield Learning Group Stages of Development Descriptors- Adults Jane Loevinger, Bill Torbert, Robert Kegan Autonomist – Magician / Alchemist. 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. 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 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. 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 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. 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 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. 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 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. Strong need to fit in and get along. Need for inclusion, affiliation. Tend to conform with or rely on decisions of others. Consciousness YOU to ME to WE Agility-Behavioral Variety

13 © 2002 Stonefield Learning Group Stages of Development StudiesWE Me You

14 © 2002 Stonefield Learning Group What is Psychosynthesis ? Roberto Assagioli, MD ( ) 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. 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. Synthesis of Freudian and Jungian analysis with eastern philosophical thought. Resolves psychological traumas. Freud / Jung 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. 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. 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. Precursor to Third Force In Psychology- Humanistic and Transpersonal Psychology. Evolving open system. Evolving open system.

15 © 2002 Stonefield Learning Group Pragmatic Psychosynthesis - Key Elements The Egg. Map of the whole. The Egg. Map of the whole. Polarities-balancing and synthesis of opposites. Polarities-balancing and synthesis of opposites. Subpersonalities - nested subsystems and their interactions. Subpersonalities - nested subsystems and their interactions. Reflexive identification. Reflexive identification. The I or personal self. The I or personal self. Awareness Awareness Will - Disidentification. - Act of Will. – Skillful Will. Will - Disidentification. - Act of Will. – Skillful Will. Principle methods. Principle methods. Awareness / knowledge of personality, thinking and emotions. Awareness / knowledge of personality, thinking and emotions. Inquiry, receptive thinking, purposeful imagination, guided imagery. Inquiry, receptive thinking, purposeful imagination, guided imagery. Inner dialogue between psychological elements or subsystems. Inner dialogue between psychological elements or subsystems. Training of the will. Training of the will. Training, coaching, meditation, interpersonal and group work. Training, coaching, meditation, interpersonal and group work.

16 © 2002 Stonefield Learning Group The Psychosynthesis Egg FuturePotential Past Present 1.SELF-Transpersonal Essence / Life Purpose / Wisdom Essence / Life Purpose / Wisdom Love and Will Love and Will 2.I or Personal Self Center of Awareness / Will Center of Awareness / Will 3.Field of Consciousness Content of Awareness 4.Middle Unconscious Learning / Subpersonalities Learning / Subpersonalities 5.Lower Unconscious / Freud Pleasure-Pain Principle Pleasure-Pain Principle 6. Higher Unconscious-Superconscious Meta-motivation / Search for Meaning Meta-motivation / Search for Meaning Meta–mind / Abstract / Intuitive Meta–mind / Abstract / Intuitive Transcendent Experiences / Qualities Transcendent Experiences / Qualities 7.Collective Unconscious Carl Jung / Archetypes / Mythologies Carl Jung / Archetypes / Mythologies I

17 © 2002 Stonefield Learning Group PolaritiesThesisOrderChangeInnovation Private Interest AntithesisFreedomStabilityTradition Public Interest Synthesis Evolution / Wisdom There is no final solution. Psychosynthesis is the balancing and synthesis of psychological elements. Psychosynthesis is the balancing and synthesis of psychological elements. Balancing Complementarities

18 © 2002 Stonefield Learning Group The Psychosynthesis Egg FuturePotential Past Present 1.SELF-Transpersonal Transpersonal Love and Will Transpersonal Love and Will Essence / Life Purpose / Wisdom Essence / Life Purpose / Wisdom 2.I or Personal Self Center of Awareness / Will Center of Awareness / Will 3.Field of Consciousness Content of Awareness 4.Middle Unconscious Learning / Subpersonalities Learning / Subpersonalities 5.Lower Unconscious / Freud Pleasure-Pain Principle Pleasure-Pain Principle 6. Higher Unconscious-Superconscious Meta-motivation / Search for Meaning Meta-motivation / Search for Meaning Meta–mind / Abstract / Intuitive Meta–mind / Abstract / Intuitive Transcendent Qualities / Wisdom Transcendent Qualities / Wisdom 7.Collective Unconscious Carl Jung / Archetypes / Mythologies Carl Jung / Archetypes / Mythologies I Need Independence Need Affiliation/Fit Will Love

19 © 2002 Stonefield Learning Group Lower Unconscious Higher Unconscious Self Realization Self-actualization Self Esteem Needs Love and Belonging Safety Needs Physiological Needs Developmental StagesMaslow Psychosynthesis WE Me You Need Independence Need Affiliation/Fit Need Independence Need Affiliation/Fit

20 © 2002 Stonefield Learning Group Cognitive Integrated View Phases of Development Independence Effect Change Effect Change I want I want Affiliation Affiliation Enhance Fit Enhance Fit You want You want Expert Strategist Achiever Autonomous Magician SelfInterpersonalAffectiveMoral Diplomat Psychosynthesis / Maslow Wilber-Lines and Tiers / Levels Loevinger, Torbert, Kegan Levels Me to We Tier 2 Level Tier 1 Level Me You

21 © 2002 Stonefield Learning Group Sub-personalities - Adaptive Specializations Self-organized Self-defining Sense and Response Sub-systemsBody/Sub-systems Organizational Self –defining Functions Individual Self –defining Sub-personalities/Roles HeartHRHero BrainEngineering Problem Solver/Firefighter HandsManufacturingDoer Autonomic Nervous System Cultural Success Strategies Diplomat EarsSales Thought Leader Reproductive System Services Systems Thinker Endocrine System QCCo-creator-Collaborator Digestive System R&DSubordinate LungsMarketing Mother / Father

22 © 2002 Stonefield Learning Group Who am I? Collection of Success Strategies- Roles / Habits / Adaptive Specializations Context / Need Satisfiers Challenges. Challenges. Opportunities. Opportunities. Big tasks. Big tasks. Want to get it done. Want to get it done. Current Portfolio i i Doer Engineer / Techy Manager Subordinate Commander The Greatest Achiever Diplomat Doubter Joker Perfectionist Father-Mother Golfer Traveler Defensive Strategies Judge / Victim / Fighter Justifier 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.

23 © 2002 Stonefield Learning Group PlussesAffiliator. * 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. Wont challenge the status quo. i Diplomat – Subpersonality - Adaptive Specialization Selective Sensing / Limited ResponseDiplomat – Subpersonality - Adaptive Specialization Selective Sensing / Limited Response Context Opportunities- Affiliate Affiliate Partner, Team Up Partner, Team Up Fit In Fit In Threats- Threats- Conflict, Loss Conflict, Loss Unintended Consequences Problems not confronted. Little innovation. Nothing changes. i * * Core beliefs. Strive for Nutrients Affiliation Independence Threat Radar

24 © 2002 Stonefield Learning Group Sub-personality - Adaptive Specialization Self-organization Diplomat i Everything organizes around identity. Screens, sorts, selects and organizes incoming information. Screens, sorts, selects and organizes incoming information. Self-stabilizes its world view. Self-stabilizes its world view. +Reinforcing I Urge to Get Along Fit In Info In Info Out BeAggressiveControl. BeHelpless BeHelpful BeAcceptedLoved CuriosityLearning BeEsteemed Rebel I Strive for Nutrients Affiliation Independence Context

25 © 2002 Stonefield Learning Group The Commander – Subpersonality - Selective Sensing and Limited Response The Commander – Subpersonality - Adaptive Specialization Selective Sensing and Limited Response Plusses *Takes charge. Authoritative.Intelligent.Confident. Pushes self/others. *Sets high expectations. Dependable. Takes bold initiatives. Persistence.Decisive. *Gets it Done. i Context: Context: Opportunities, challenges in chaos. Opportunities, challenges in chaos. Need for control. Need for control. i Unintended Consequences Hiders. Relationship troubles. Live with it!!!-Pebbles. Turbulence/churning. Few want to work with them. Loss of trust and morale. * * Core beliefs. Control Mindset / Purpose Threats: Limits Limits Loss of Control Loss of Control Minuses * Limits are threats. * People are flawed. * Fear-punishment works. Over-controlling. * Power must be sustained. Impatient, easily frustrated Coerciveabrasively pushy. Coercive-abrasively pushy. Publicly blames/attacks. Resistance to feedback. Strive for Nutrients Affiliation Independence Threat Radar

26 © 2002 Stonefield Learning Group Subpersonality - Adaptive Specialization Self-organization Commander i Everything organizes around identity. Screens, sorts, selects and organizes incoming information. Screens, sorts, selects and organizes incoming information. Self-stabilizes its world view. Self-stabilizes its world view. +Reinforcing I Urge to Control Be Esteemed Be Loved Info In Info Out BeAggressiveControl. BeHelpless BeHelpful BeAcceptedLoved CuriosityLearning BeEsteemed Rebel I Strive for Nutrients Affiliation Independence Context

27 © 2002 Stonefield Learning Group Balancing Subpersonalities Everything organizes around identity. Need Independence Need Affiliation UrgeMotiveFunctionUrgeMotiveFunction +Reinforcing +Reinforcing Balancing __ Balancing feedback loops restrain the expression of either extreme. Balancing feedback loops restrain the expression of either extreme.

28 © 2002 Stonefield Learning Group Subpersonalities – Polarities Common Distortions Found in Subpersonalities –Martha CramptonLove Common Distortions PossessivenessWill ControllingFeelings Excessive emotions Mind Intellectualization / Rationalize ReceptivitySensitivityPassivityGenerativityProductivity Over-extending oneself Contemplation/ Being Awareness / Vision Awareness is everything. Doing Goals / Pragmatism Just do it. Flow/Non-structureChaosStructure/FormRigidity SpontaneityExpressionImpulsive No direction Control/DisciplineEfficiency Tightness / Over-control Doubting Blending with Others Group consciousness Cooperation / Mutuality Other-directednessDependency Need to please Autonomy/Self-assertionSelf-directionSolitude Over-aggression / Rebellion Pseudo-self-sufficiency Low mutuality Self-AcceptanceComplacencyIndolenceAspiration Driving perfectionist Self-condemnation / Straining Compassion / Non- judging-Forgiveness GullibilityDiscernment Clarity / Discrimination JudgmentalnessCondemnation Humility False humility InferiorityDignitySelf-esteem Excessive pride Superiority DetachmentDiscouragement Lack of commitment PerseveranceDetermination Stubbornness, rigidity Attachment / Holding on Surrender to higher organizing principle SubmissionPassivity Potency /Goal attainment Executive power Domination Authoritarian imposition

29 © 2002 Stonefield Learning Group Who am I? Who am I? Some of my current SubpersonalitiesSubpersonalityContextTrigger Mindset/Purpose, Beliefs Qualities / Competencies Limitations

30 © 2002 Stonefield Learning Group 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 doesnt know didilly. Fighter Anger-What the hell do you know? Youre wrong…I know what Im 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 wont be done right or on time. Anxiety. Things are out of control. Anger, clenched jaw, knot in the stomach. Managers Judge You screwed up. I will not tolerate…! The next time this…..! Justifier Fear and punishment work.

31 © 2002 Stonefield Learning Group Identification Reactive Perceptions and Emotional Escalations in Conflict 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. 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 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 partys behavior to a flaw in personality. You were late for the meeting because youre irresponsible. The Judge attributes the cause of the other partys behavior to a flaw in personality. You were late for the meeting because youre irresponsible. We tend to project out responsibility and personalize the problem. We tend to project out responsibility and personalize the problem. This is a major cause of pebbles and sustained conflict. This is a major cause of pebbles and sustained conflict. i

32 © 2002 Stonefield Learning Group Why People Resist Change. i Change I Don't want to... (disconfirm something I am identified with).

33 © 2002 Stonefield Learning Group Key principles of Subpersonalities Self-organized around certain needs, wants or inner promptings in a particular context or environmental pressure. 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. 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. 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 todays world. Some are defensive strategies. Some sub-personalities, while well-intentioned, have behaviors that are less appropriate in todays 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. 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. The key is evolving them, synthesizing new ones and self-management.

34 © 2002 Stonefield Learning Group THE EVENING REVIEW – Subpersonalities This exercise is best done as the last thing in the day. 15 minutes 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. 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. 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? What were the valuable qualities and the limitations of each? How did each help me or get in my way? How did each help me or get in my way? Were there any conflicts between them? Were there any conflicts between them? What part did I take in harmonizing and directing 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. 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.

35 © 2002 Stonefield Learning Group Reflexive Identification Dilemma + and – + and – Focuses attention / interest. Focuses attention / interest. Seeks and organizes knowledge/skills. Seeks and organizes knowledge/skills. Filters distractions. Filters distractions. Limits Sensing. Limits Sensing. Limits Response. Limits Response. Blocks other competencies. Blocks other competencies. Creates attachments. Creates attachments. Resists change. Resists change. i Choices Dis-identified Choices Over-identified

36 © 2002 Stonefield Learning Group The I Awareness and Will Awareness. We dont have a choice until we see a choice. Awareness. We dont 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 cant choose without the will power to overcome momentum. Will. We cant choose without the will power to overcome momentum. Learn how to dis-identify and identify. Learn how to dis-identify and identify. Understand / apply stages of the act of will. Understand / apply stages of the act of will. Leverage skillful will. Leverage skillful will.

37 © 2002 Stonefield Learning Group 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. The I Awareness Will

38 © 2002 Stonefield Learning Group Personality as Complex Adaptive SystemEmergence Complex Adaptive Behavior ChangingEnvironment ChangingEnvironment ChangingEnvironment ChangingEnvironment Info In Info Out Self-organizedSubsystems Negative Feedback Positive Feedback A system that can see itself and act on what it sees is inherently more effective and agile. I

39 © 2002 Stonefield Learning Group The strength of negative feedback loops, relative to the effect they are trying to correct against. The strength of negative feedback loops, relative to the effect they are trying to correct against. The gain around driving positive feedback loops. 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 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 rules of the system (such as incentives, punishment, constraints). The power to add, change, evolve or self-organize system structure. The power to add, change, evolve or self-organize system structure. The goal or purpose of the system. 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 mindset, purpose, culture or paradigm that the system its goals, structure, rules, delays, parameters arises out of. The power to transcend paradigms. The power to transcend paradigms. Leverage Points to Intervene in a System

40 © 2002 Stonefield Learning Group Sensing Awareness – Accurate SensingI Peripheral Sensing Peripheral Sensing EWS EWS Subpersonalities Subpersonalities Thinking Thinking Assumptions Assumptions Beliefs Beliefs Level of Consciousness Level of Consciousness Context - Needs / Purposes in Play Context - Needs / Purposes in Play

41 © 2002 Stonefield Learning Group Will - Effective Response The inner power to make choices independent of identification, impulse, thought, feeling or desire. Dis-identification Dis-identification Overcome the momentum of habits, dis-identify and choose. Overcome the momentum of habits, dis-identify and choose. Does not mean getting rid of. Does not mean getting rid of. Manage or change feelings, thoughts, Defensive Strategies and Subpersonalities. Manage or change feelings, thoughts, Defensive Strategies and Subpersonalities. Manage stress and distractions. Manage stress and distractions. Control or reject unnecessary or harmful impulses. Control or reject unnecessary or harmful impulses. Choose the behavior most appropriate to the purpose of the situation. Choose the behavior most appropriate to the purpose of the situation. Understand and apply stages of the Act of Will. Understand and apply stages of the Act of Will. Increases motivation and energy. Increases motivation and energy. Overcomes laziness and procrastination. Overcomes laziness and procrastination. Accelerates change and the learning of new Subpersonalities. Accelerates change and the learning of new Subpersonalities. The saying, "We are what we will be," expresses the intimate relationship of the will to the core of human existence.

42 © 2002 Stonefield Learning Group i Power CD iDirect Best Practice Peripheral Sensing/Will Dis-identification/Identification Agile Evolutionary Learning-Whats Next? Magnetic Learning Best Practice Creative Identification Catalyze Self-organization Accelerate Learning iDiscover Best Practice Discovering a deeper I Peripheral Sensing / Awareness Cut and Paste Best Practices ManagingFrustration/AngerAnxiety/Fear IQ Boosting Music IQ Boosting Music i

43 © 2002 Stonefield Learning Group R. Assagioli s The Stages of the Act of Will FROM INTENTION TO REALIZATION 1) The Purpose, Aim or Goal. 2) Deliberation. 3) Choice and Decision. 4) Affirmation: the Command, or "Fiat," of the Will. 5) Planning and Working Out a Program. 6) Direction of the Execution. Will-Self Leadership Process * Will-Self Leadership Process * *adapted from R. Assagioli s Act of Will

44 © 2002 Stonefield Learning Group 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 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 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 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 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 5. Needs, urges, drives and desires tend to arouse corresponding images, ideas, and emotions.

45 © 2002 Stonefield Learning Group Law 6. Attention, interest, affirmations, and repetitions reinforce the ideas, images, and psychological formations on which they are centered. 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 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 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 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 10. Psychological energies can find expression: 1.Directly (discharge-catharsis) 2.Indirectly, through symbolic action. 3.Through a process of transmutation. Skillful Will R. Assagioli s Psychological Laws

46 © 2002 Stonefield Learning Group 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 its 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 Everything organizes around identity.

47 © 2002 Stonefield Learning Group Stages of Development StudiesWE Me You Disidentification

48 © 2002 Stonefield Learning Group Why People Resist Change. i Change I Don't want to... (disconfirm something I am identified with).

49 © 2002 Stonefield Learning Group Agile Evolutionary Learning- Create new Subpersonality iPower iPower Everything organizes around identity. Energy follows attention, thought and identification. I New Role InquirerSuccessStrategiesThinking/FeelingsDefensiveStrategies +

50 © 2002 Stonefield Learning Group Creative Process-Self-discover Emergent Subpersonality T-REXDiplomatSupermanTough Decision Maker SensorDirector Seed Man CollaborativeLeader iPower iPower New Complementary Subpersonality Current Over Used Subpersonality Direction Collaborative Leader Interdependence AchieverIndependence Catalyst Strategist Interdependence StrategistInterdependence

51 © 2002 Stonefield Learning Group Evolutionary Learning Inquirer Understanding Architect Performance Process/System Perspective Collaborative Leader Partner/Shared Vision Soft Power Current Over Used Stressed Commander Hard Power I want.. Get it done! Negotiator Interests?/Options? We want… Leveraged Golfer Relaxed Under Pressure The Evolution of Leadership. VP iPower iPower

52 © 2002 Stonefield Learning Group Natural Evolution - balancing and synthesis of opposites. Complementary Subpersonalities ANDs Commander ----Effect Change Independent \ Competitive Authoritative / Pushy Challenges the status quo. Presents ideas forcefully. Generates conflict/resentment Challenges the status quo. Presents ideas forcefully. Generates conflict/resentment. Enhance Fit Diplomat / Inquirer Seeks understanding. Establishes rapport and trust quickly. Listens and explores others POV. Withholds POV. Compromises / accommodates. Complementary Roles Collaborative Leader

53 © 2002 Stonefield Learning Group Natural Leadership for Peter Stonefield dazzle of ideas folding themselves together in mind tissue I follow your voice into meditation I see a womans 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 --Len Edgerly Vice President and General Manager Northern Gas of Wyoming

54 © 2002 Stonefield Learning Group Subpersonality - Adaptive Specialization Self-organization Inquirer Everything organizes around identity. +Reinforcing IPurpose To Understand Info In Info Out Context iPower iPower AwarenessWill

55 © 2002 Stonefield Learning Group Inquirer - Mindset / Skills Purpose: Purpose: To: accurately Sense or understand the mindsets, problems, needs, opportunities, threats, purposes and complexities in play. To: accurately Sense or understand the mindsets, problems, needs, opportunities, threats, purposes and complexities in play. INWT: is supportive, clarifying and when appropriate challenging. INWT: is supportive, clarifying and when appropriate challenging. So That: everyone learns, is on the same page, aligned, motivated responsible and can Respond effectively. So That: everyone learns, is on the same page, aligned, motivated responsible and can Respond effectively. Deploys Leadership Process. Deploys Leadership Process. Presence- Establishes Rapport. Presence- Establishes Rapport. Relaxed, Focused and Fully Present in the Moment. Relaxed, Focused and Fully Present in the Moment. Reads Body Language. Attentive Listening and Curiosity. Reads Body Language. Attentive Listening and Curiosity. Clarifying Interpretations and Understandings. Clarifying Interpretations and Understandings. Understanding a Problem. Understanding a Problem. Clarifying / Exploring Others Thinking / Reasoning. Clarifying / Exploring Others Thinking / Reasoning. Positive Re-framing - Addressing Negative Inferences / Toxic Statements. Positive Re-framing - Addressing Negative Inferences / Toxic Statements. Addressing Snap-judgments - Facilitating Dis-identification. Addressing Snap-judgments - Facilitating Dis-identification. Confirming Understanding of Agreements. Confirming Understanding of Agreements. Calming Defensive Behavior in Others. Calming Defensive Behavior in Others. Clearing Pebbles. Clearing Pebbles. iPower

56 © 2002 Stonefield Learning Group Universal and Scalable Universal and Scalable Builds Alignment Builds Alignment Contextualizes I want/You want dilemma. Contextualizes I want/You want dilemma. Balances shared interests with self-interest. Balances shared interests with self-interest. Establishes communications protocols. Establishes communications protocols. Gets everyone on same page. Gets everyone on same page. Motivational Motivational Evokes shared will / meaning and purpose. Evokes shared will / meaning and purpose. Builds Learning Environment Builds Learning Environment LeadershipArchitecture Leadership ArchitectureCommunications We I You Want

57 © 2002 Stonefield Learning Group Agile Leadership Vision -Personality as Instrument. Situation Environment Context Pressure Need Satisfiers Threats Adaptive Specializations Leadership Cluster Creator Creator Inquirer Inquirer Advocate Advocate Negotiator Negotiator Delegator Delegator Coach Coach Conflict Manager Conflict Manager Change Manager Change Manager Talent Scout Talent Scout Thought Leader Thought Leader Knowledge ManagerKnowledge Manager Collaborative Leader Collaborative Leader Strategist Strategist 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. i Power

58 © 2002 Stonefield Learning Group New Ideas / Roles Agility Effectiveness Self-Reinforcing Feedback Loop CreatesOpportunityPressure Group Identity Shift New Strategy Cultural Values Individual Identity Shift Agility- Co-evolution of Identity

59 © 2002 Stonefield Learning Group Insights - Past Leadership Style 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.

60 © 2002 Stonefield Learning Group Decentralized, creative, synchronistic, and collaborative. New success strategy. Adaptive design, manufacturing and sales platform. Get the deal no matter what (as long as it conforms to the platform). Leadership Style Adaptive Insight Future

61 © 2002 Stonefield Learning Group Diagnostic community produces jewels for customers returning treasure to Sun. A clear purpose, vision and strategy aligns power for lift off. Symbiotic learning creates autonomous inter- dependent knowledge leveraging relationships across business units and geography. Diagnostic engineers self-organize a knowledge sharing and information methodology and network. New business units probe different environments, dispersing knowledge in the process. Decomposition and breakdown of old structures and relationships. Co-evolution of Identity Shared Vision Past Present Future Diagnostic Engineering

62 © 2002 Stonefield Learning Group Psychosynthesis -The Ideal Model Technique 1.Image or model of myself which is worse than I really am. 2.Image or model of myself which is better than I really am. 3.Image or model of myself as I would like to appear to others. 3.Image or model of myself as I would like to appear to others. 4.Images or models of how other people see me, both images I like and images I resent. 5.Finally, image of how other people would like me to be. 6.Get in touch with the weight of these images... SHAKE THEM AWAY! 7. 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. 8. 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,

63 © 2002 Stonefield Learning Group Eric Jantsch, Astrophysicist Self-organizing Universe

64 © 2002 Stonefield Learning Group Articles Leadership as a Stage Play Leadership as a Stage Play Knowledge Bullies How much are they costing you and what to do about it. Knowledge Bullies How much are they costing you and what to do about it. Adapt or Die-It's an AND World Adapt or Die-It's an AND World Natural Leadership Natural Leadership


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