© 2002 Stonefield Learning Group
3256 El Suyo Drive San Ramon, CA 94583 925-828-3434 e-mail: [email protected] http:SLGLLC.com
PsychosynthesisThe Realization of the Self
Your aspirations-our passion.
© 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. 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.
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
© 2002 Stonefield Learning Group
CAS - Complex Adaptive Systems
Emergence
Complex Adaptive Behavior
ChangingEnvironment Changing
Environment
ChangingEnvironmentChanging
Environment
Info In
Info In
Info Out
Info Out
Info Out
Self-organizedSubsystems
Negative F
eedback
Pos
itiv
e F
eed
back
© 2002 Stonefield Learning Group
Changing Business Environment
Survive and Thrive?
Space / Time Product Lifecycles Knowledge Lifecycles 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
Optimal Response
?
80% of problems are related to human relationships.
© 2002 Stonefield Learning Group
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.
Harvard Business Review 5/2009
© 2002 Stonefield Learning Group
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?
© 2002 Stonefield Learning Group
Peter’s Universal Law of Success- All Living Systems
Sense and Response Agility
Accurate Sensing
Survive, Thrive, Evolve
Nutrients
Affiliation/Fit
Independence
Enhance Fit
Effect Change
Environment Situation Context Opportunity Potential Threats
Effective Responses
AgilityInnovate
AdaptExecute / 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 it’s behavior will control the system. Ross Ashby
© 2002 Stonefield Learning Group
AND
AND
AND
AND
OrganizationalSense 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 Subsystems2.0 Knowledge Sharing Enabling Technologies
Distributed Agile Leadership
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
We
Me Me
Want
© 2002 Stonefield Learning Group
Individual Sense and Response Agility - Agile Leadership Self-organize and manage many subsystems with different mindsets.
Specialist AND Generalist AND StrategistTechnical 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 EffectivenessOwn Domain AND At Interface
ME to WE Worldview
Situation Context Pressure Opportunity Threat
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
It’s an AND world.
We
Me Me
Want
© 2002 Stonefield Learning Group
Key Individual Challenges Psychosynthesis Addresses80% 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 Me
Want
© 2002 Stonefield Learning Group
Organizational Challenges Psychosynthesis Addresses80% 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 Me
Want
© 2002 Stonefield Learning Group
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.
Con
scio
usne
ss
YO
U to
ME
to W
EA
gili
ty-B
ehav
iora
l Var
iety
© 2002 Stonefield Learning Group
AdultsLoevinger
ManagersTorbert
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 0 1.6
Stages of DevelopmentStudies
WE
Me
You
© 2002 Stonefield Learning Group
What is Psychosynthesis?
Roberto Assagioli, MD (1888-1974) 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.
© 2002 Stonefield Learning Group
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.
© 2002 Stonefield Learning Group
The Psychosynthesis Egg
FuturePotential
Past
Present
1. SELF-Transpersonal Essence / Life Purpose / Wisdom Love and Will
2. “I” or Personal Self Center of Awareness / Will
3. Field of Consciousness Content of Awareness
4. Middle Unconscious Learning / Subpersonalities
5. Lower Unconscious / Freud Pleasure-Pain Principle
6. Higher Unconscious-Superconscious Meta-motivation / Search for Meaning Meta–mind / Abstract / Intuitive Transcendent Experiences / Qualities
7. Collective Unconscious Carl Jung / Archetypes / Mythologies
2
3
4
6
7
57
7
7
1
“I”
© 2002 Stonefield Learning Group
Polarities
ThesisOrderChangeInnovationPrivate Interest
AntithesisFreedomStabilityTraditionPublic Interest
Synthesis Evolution / Wisdom
There is no final solution.
Psychosynthesis is the balancing and synthesis of psychological elements.
Balancing Complementarities
© 2002 Stonefield Learning Group
The Psychosynthesis Egg
FuturePotential
Past
Present
1. SELF-Transpersonal Transpersonal Love and Will Essence / Life Purpose / Wisdom
2. “I” or Personal Self Center of Awareness / Will
3. Field of Consciousness Content of Awareness
4. Middle Unconscious Learning / Subpersonalities
5. Lower Unconscious / Freud Pleasure-Pain Principle
6. Higher Unconscious-Superconscious Meta-motivation / Search for Meaning Meta–mind / Abstract / Intuitive Transcendent Qualities / Wisdom
7. Collective Unconscious Carl Jung / Archetypes / Mythologies
2
3
4
67
57
7
7
1
“I”
Need Independence Need Affiliation/Fit
Will Love
© 2002 Stonefield Learning Group
Truth - Goodness - Beauty
Simplicity - Creativity
Uniqueness
Purpose Meaning
Meta-
Motivation
Unity - Perfection -Love
self- actualization
esteem
social
safety
physiological
Basic
Motivation
(deficiency needs) satiable
(personal growth needs) insatiable
Lower Unconscious
Higher Unconscious Self Realization
Self-actualization
Self Esteem Needs
Love and BelongingSafety NeedsPhysiological Needs
Developmental StagesMaslow Psychosynthesis
WE
Me
You
Need Independence Need Affiliation/Fit Need Independence Need Affiliation/Fit
© 2002 Stonefield Learning Group
Esteem
Love / Acceptance
Security
Physiological
Cognitive
Integrated View Phases of Development
Independence Effect Change I want
Affiliation Enhance Fit You want
Expert
Strategist
Achiever
Autonomous MagicianSelf InterpersonalAffective Moral
Diplomat
Psychosynthesis / MaslowWilber-Lines and Tiers / LevelsLoevinger, Torbert , Kegan Levels
Me to We
Tier 2 Level
Tier 1 LevelMe
You
© 2002 Stonefield Learning Group
Sub-personalities - Adaptive SpecializationsSelf-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”
© 2002 Stonefield Learning Group
Who am I? Collection of “Success Strategies”- Roles / Habits / Adaptive Specializations
Context / Need Satisfiers Challenges. Opportunities. Big tasks. 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.
© 2002 Stonefield Learning Group
PlussesAffiliator. * Gets along .Builds harmony.Understanding.Receptive listener. Trustworthy.* Dependable.Self-sacrificing.Hard working.Loyal.
* Team Player.
MinusesLow assertiveness.Over commits themselves.* Avoid conflict.Acquiesces quickly.Won’t challenge the status quo.
“i”
“Diplomat” – Subpersonality - Adaptive Specialization Selective Sensing / Limited Response
Context Opportunities- Affiliate Partner, Team Up Fit In Threats- Conflict, Loss
Unintended ConsequencesProblems not confronted.Little innovation.Nothing changes.
“i”
* *Core beliefs.
Strive for Nutrients
Affiliation
Independence
Threat Radar
© 2002 Stonefield Learning Group
Sub-personality - Adaptive Specialization Self-organization “Diplomat”
“i”
Everything organizes around identity.
Screens, sorts, selects and organizes incoming information. Self-stabilizes its world view.
+Reinforcing
QualitiesSensitive
Responsiveness Cheerfulness Behavior
Smiling, Helping, Striving
Getting along brings
harmony. Without it I feel bad or threatened.
Partial Identity
“Diplomat”
Catalytic Image / Idea
CharacteristicsDiplomatic
“I”Urge to
Get AlongFit In
Info
In
Info Out
Be Aggressive
Control
.
BeHelpless Be
Helpful
BeAccepted
Loved
CuriosityLearning
BeEsteemed
Rebel
“I”Strive for Nutrients
Affiliation
Independence
Context
© 2002 Stonefield Learning Group
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: Opportunities, challenges in chaos. 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 Loss of Control
Minuses* Limits are threats. * People are flawed. * Fear-punishment works. Over-controlling. * Power must be sustained.Impatient, easily frustratedCoercive-abrasively pushy.Publicly blames/attacks.Resistance to feedback.
Strive for Nutrients
Affiliation
Independence
Threat Radar
© 2002 Stonefield Learning Group
Subpersonality - Adaptive Specialization Self-organization “Commander”
“i”
Everything organizes around identity.
Screens, sorts, selects and organizes incoming information. Self-stabilizes its world view.
+Reinforcing
QualitiesAuthoritative
Decisive BehaviorSets high
expectations.Punishes.
Controlling gets things
done. Chaos makes me
feel angry/anxiou
s.
Partial Identity
“Commander”
Catalytic Image / Idea
CharacteristicsControlling
“I”Urge to Control
Be EsteemedBe Loved
Info
In
Info Out
Be Aggressive
Control
.
BeHelpless Be
Helpful
BeAccepted
Loved
CuriosityLearning
BeEsteemed
Rebel
“I”Strive for Nutrients
Affiliation
Independence
Context
© 2002 Stonefield Learning Group
Balancing Subpersonalities
Everything organizes around identity.
Need IndependenceNeed Affiliation
Qualities
Behavior
Values Beliefs
Worldview
Partial Identitie
s
Catalyst
Characteristics
Urge Motive
Function
Qualities
Behavior
Values Beliefs
Worldview
Partial Identitie
s
Catalyst
Characteristics
Urge Motive
Function
+Reinforcing
+Reinforcing
Balancing__
Balancing feedback loops restrain the expression of either extreme.
© 2002 Stonefield Learning Group
Subpersonalities – PolaritiesCommon Distortions Found in Subpersonalities –Martha Crampton
Love Common DistortionsPossessiveness Will Common Distortions
ControllingFeelings Excessive emotions Mind Intellectualization / Rationalize
ReceptivitySensitivity
Passivity GenerativityProductivity
Over-extending oneself
Contemplation/ BeingAwareness / Vision
Awareness is everything.
DoingGoals / Pragmatism
“Just do it.”
Flow/Non-structure Chaos Structure/Form RigiditySpontaneityExpression
ImpulsiveNo direction
Control/DisciplineEfficiency
Tightness / Over-controlDoubting
Blending with OthersGroup consciousnessCooperation / Mutuality
Other-directednessDependencyNeed to please
Autonomy/Self-assertionSelf-directionSolitude
Over-aggression / RebellionPseudo-self-sufficiencyLow mutuality
Self-Acceptance ComplacencyIndolence
Aspiration Driving perfectionistSelf-condemnation / Straining
Compassion / Non-judging-Forgiveness
Gullibility DiscernmentClarity / Discrimination
JudgmentalnessCondemnation
Humility False humilityInferiority
DignitySelf-esteem
Excessive prideSuperiority
Detachment DiscouragementLack of commitment
PerseveranceDetermination
Stubbornness, rigidityAttachment / Holding on
Surrender to higher organizing principle
SubmissionPassivity
Potency /Goal attainmentExecutive power
DominationAuthoritarian imposition
© 2002 Stonefield Learning Group
Who am I? Some of my current Subpersonalities
Subpersonality
ContextTrigger
Mindset/Purpose, Beliefs
Qualities / Competencies
Limitations
© 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 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.
© 2002 Stonefield Learning Group
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.
“i”
© 2002 Stonefield Learning Group
Why People Resist Change.
“i”
Why people are reluctant to
change.
I’m unsure….I don't think it's possible or know how...
I don't want to...
Old Paradigm
Too Lazy
I Tried
TooOld
Told WeCan't
Fear of Feeling Inadequate
ExcessPride
Lack ofSelf-acceptance
FearFailure
UnknownResponsibility
No Need
I'm Not Broken
I Won'tDefiant
Past Success
Denial Resentment/Disappointment
Coerced"Pebbles"NothingsGoing to Change
It Won't Effect Me
Interesting
CuriosityPossibilities
ConflictedMaybe?
It Won't Work
LossHurt
Self-doubt Comfort Zone
Never Taught
Change
I Don't want to... (disconfirm something I am identified with).
© 2002 Stonefield Learning Group
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.
© 2002 Stonefield Learning Group
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.
© 2002 Stonefield Learning Group
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.
“i”
Choices Dis-identified
Choices Over-identified
© 2002 Stonefield Learning Group
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.
© 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”
AwarenessWill
© 2002 Stonefield Learning Group
Personality as Complex Adaptive System
Emergence
Complex Adaptive Behavior
ChangingEnvironment Changing
Environment
ChangingEnvironmentChanging
Environment
Info In
Info In
Info Out
Info Out
Info Out
Self-organizedSubsystems
Negative F
eedback
Pos
itiv
e F
eed
back
A system that can see itself and act on what it sees is inherently more effective and agile.
“I”
© 2002 Stonefield Learning Group
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.
Leverage Points to Intervene in a System
© 2002 Stonefield Learning Group
Awareness – Accurate Sensing
“I” Peripheral Sensing
EWS Subpersonalities Thinking Assumptions Beliefs Level of Consciousness Context - Needs / Purposes in Play
© 2002 Stonefield Learning Group
Will - Effective ResponseThe 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.
The saying, "We are what we will be," expresses the intimate relationship of the will to the core of human existence.
© 2002 Stonefield Learning Group
iPower™ CD
iDirect Best PracticePeripheral Sensing/Will Dis-identification/Identification
Agile Evolutionary Learning-What’s Next? Magnetic Learning Best Practice Creative Identification Catalyze Self-organizationAccelerate Learning
iDiscover Best PracticeDiscovering a deeper IPeripheral Sensing / Awareness
Cut and Paste Best PracticesManagingFrustration/AngerAnxiety/Fear
IQ Boosting Music
“i”
© 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.
Purpose Vision Commit Plan Act Learn
Will-Self Leadership Process *
*adapted from R. Assagioli’s Act of Will
© 2002 Stonefield Learning Group
Skillful WillR. 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.
© 2002 Stonefield Learning Group
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.
Skillful WillR. Assagioli’s Psychological Laws
© 2002 Stonefield Learning Group
Process of Personal DevelopmentAgile-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
Everything organizes around identity.
© 2002 Stonefield Learning Group
AdultsLoevinger
ManagersTorbert
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 0 1.6
Stages of DevelopmentStudies
WE
Me
You
Disidentification
© 2002 Stonefield Learning Group
Why People Resist Change.
“i”
Why people are reluctant to
change.
I’m unsure….I don't think it's possible or know how...
I don't want to...
Old Paradigm
Too Lazy
I Tried
TooOld
Told WeCan't
Fear of Feeling Inadequate
ExcessPride
Lack ofSelf-acceptance
FearFailure
UnknownResponsibility
No Need
I'm Not Broken
I Won'tDefiant
Past Success
Denial Resentment/Disappointment
Coerced"Pebbles"NothingsGoing to Change
It Won't Effect Me
Interesting
CuriosityPossibilities
ConflictedMaybe?
It Won't Work
LossHurt
Self-doubt Comfort Zone
Never Taught
Change
I Don't want to... (disconfirm something I am identified with).
© 2002 Stonefield Learning Group
Agile Evolutionary Learning- Create new “Subpersonality”
iPower™
Everything organizes around identity.Energy follows attention, thought and identification.
“I”
New Role“Inquirer”
“SuccessStrategies”
Thinking/Feelings
“DefensiveStrategies”
+
© 2002 Stonefield Learning Group
Creative Process-Self-discover Emergent “Subpersonality”
“T-REX”
“Diplomat”
“Superman”
“Tough Decision Maker”
“Sensor”
“Director”
“Seed Man”
“Collaborative Leader”
iPower™ New Complementary “Subpersonality”
Current Over Used “Subpersonality” Direction
“Collaborative Leader”Interdependence
“Achiever”Independence
“Catalyst Strategist”Interdependence
“Strategist”Interdependence
© 2002 Stonefield Learning Group
Evolutionary Learning
“Inquirer”Understanding
“Architect” Performance
Process/SystemPerspective
“Collaborative Leader”Partner/Shared Vision
Soft Power
Current Over UsedStressed
“Commander”Hard Power“I want..”
Get it done!
“Negotiator”Interests?/Options?
“We want…”
Leveraged “Golfer”Relaxed
Under Pressure
The Evolution of Leadership. VP
iPower™
© 2002 Stonefield Learning Group
Natural Evolution - balancing and synthesis of opposites.
Complementary “Subpersonalities” ANDs
“Commander” ----Effect Change Independent \ Competitive
Authoritative / PushyChallenges 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.
Complementary Roles
“Collaborative Leader”
© 2002 Stonefield Learning Group
Natural Leadershipfor Peter Stonefield
dazzle of ideas foldingthemselves together in mind tissueI follow your voice into meditationI see a woman’s face shiningin sunlight through a crystal bowlI follow her image through officesof the gas company now filled with musicand colors her clean dark hairher smooth walk draw me onwardshe is my natural way of leadershiparranging my pieces to her field of energy
you are a man of rainbow energy who leadsseminars of possibilitiesyou teach business people to juggle yellow tennis ballstoss them up up up your mind opening alwaysfor new ways to assistthe perfection of energyour natural leaning toward wholenessI remember your red tie and white shirtthe way you walkeffortlessly into tomorrow
--Len Edgerly Vice President and General Manager Northern Gas of Wyoming
© 2002 Stonefield Learning Group
Subpersonality - Adaptive Specialization
Self-organization “Inquirer”
Everything organizes around identity.
+Reinforcing
QualitiesEmpathic
UnderstandingMindsetSeek to
Understand
Communication Architecture
Language Building Blocks
Role Play
Partial Identity
“Inquirer”
Catalytic Image / Idea
Vision
CharacteristicsInquisitive
“I”Purpose
To Understand
Info
InInfo Out
Context
iPower™
AwarenessWill
Purpose Vision Commit Plan Act Learn
© 2002 Stonefield Learning Group
Inquirer - Mindset / Skills
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”.
iPower Define Shared Purpose
Create Shared Vision
Forge Shared Commitments
Design Shared Plan
Lead SynergisticAction
Learn FromOutcomes
© 2002 Stonefield Learning Group
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
Leadership ArchitectureCommunications
Define Shared Purpose
Create Shared Vision
Forge Shared Commitments
Design Shared Plan
Lead SynergisticAction
Learn FromOutcomes
We
I You
Want
© 2002 Stonefield Learning Group
Agile LeadershipVision -Personality as Instrument.
Situation Environment Context Pressure Need Satisfiers Threats
Adaptive Specializations
Leadership Cluster “Creator”
“Inquirer” “Advocate” “Negotiator” “Delegator” “Coach” “Conflict Manager” “Change Manager” “Talent Scout” “Thought Leader” “Knowledge Manager” “Collaborative Leader” “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.
iPower™
© 2002 Stonefield Learning Group
New Ideas / RolesAgility Effectiveness
Self-ReinforcingFeedback Loop
CreatesOpportunityPressure
Group Identity ShiftNew Strategy
Cultural Values
Individual IdentityShift
Agility- Co-evolution of Identity
© 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.”
© 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 InsightFuture
© 2002 Stonefield Learning Group
Diagnostic community produces jewels for customersreturning treasure to Sun.
A clear purpose, vision andstrategy aligns power for liftoff.
Symbiotic learning creates autonomous inter-dependent knowledge leveraging relationshipsacross business units and geography.
Diagnostic engineers self-organize a knowledge sharing and information methodology and network.
New business units probe differentenvironments, dispersing knowledgein the process.
Decomposition and breakdown ofold structures and relationships.
Co-evolution of IdentityShared Vision
Past
Present
FutureDiagnostic Engineering
© 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.
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,
© 2002 Stonefield Learning Group
Eric Jantsch, AstrophysicistSelf-organizing Universe
© 2002 Stonefield Learning Group
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