negative capability diana voller. why do some people ‘get’ you more than others? why is watching...
TRANSCRIPT
Negative Capability
Diana Voller
Why do some people ‘get’ you more than others?
Why is watching sport exciting?
What was so great about Shakespeare?
Negative Capability
“….Negative Capability, that is when a man is capable of being in uncertainties, Mysteries, doubts, without any irritable reaching after fact & reason…..” (Keats, 1818)
What is Negative Capability?
Being capable of being in unknowing
Socrates and not knowing!
Why is being able to be in uncertainty important? The Certainty Paradox Part 1In uncertain situations, given the
choice between two options, we are more likely to choose that which is more certain, rather than most desirable.
(Schafir et al, 2008)
“The only certainty is that there is nothing certain”. (Pliny the Elder AD 79)
Why is being able to be in uncertainty important? The Ambiguity Advantage
The ability to recognise, explore and profit from ambiguous and chaotic situation is a key factor in business success.
(Wilkinson, D. 2006)
Who has Negative Capability? Everybody
Some people, including some actors and psychotherapists, appear to have a particularly developed Negative Capability.
Developing Negative Capability The Certainty Paradox Part 2
Creating a ‘safe place’An exercise for being more certain
about being in uncertainty.
Negative CapabilityWhat it means, why it can be important
and how to start developing it.
Diana VollerChartered Counselling Psychologist &
www.dianavollercounsellingpsychologist.co.uk
ReferencesKeats,J (1818) In Ed. Cook. E (1990) John Keats. The Major
Works. Oxford. Oxford university Press.Camerer, C & Weber, M (1992) Journal of Risk & uncertainty.
5: 325-370Schafir, S, Reich, T., Tsur, E., Erev, I & Lotem, A (2008)
Perceptual accuracy & conflicting effects of certainty on risk-taking behaviour. Nature. 453: 917-920
Simons, D.J.; Chabris, C.F. (1999). "Gorillas in our midst: sustained inattentional blindness for dynamic events". Perception 28 (9): 1059–1074.
Wilkinson, D (2006) The Ambiguity Advantage: What Great Leaders are Great At. London. Palgrave McMillan