MindShift

INSIGHT – TRANSFORMATION – LEADERSHIP


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Decision-making is a black box

It’s amazing how many people don’t know how to make decisions, which is curious if we think of how many decisions, we are making every day in our private and our business life. Decision making is for most people a process of “guessing” or “betting” on an outcome, starting from what to eat in a restaurant to choosing a job or a life partner. A coherent decision-making process is mostly lacking and is often replaced by a story that provides sense in hindsight, meaning: people make up a story afterwards that seems to come up with a process, explaining to others – and themselves- how they decided afterwards. They think they have decided in a coherent way. This phenomenon is called “retrospective coherence”. Fun fact: that story depends a lot on the outcome of the decision: if a decision leads to success (the right ‘bet’) it tends to draw a completely different retrospective story than an outcome considered a failure. I will continue this exploration into decision making; drawing on different authors and frameworks for the, looking forward to shedding some light into the DMP-black box.


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Don’t believe everything you think

Deconstructing Transformative Processes for Individuals

Once in a while people want to change something personal, learn more, grow or reinvent themselves on a different level. Here, I want to take a closer look at those change processes where simple, technical solutions don’t work keep producing limited outcome. If the solution is not ready at hand or fails repeatedly the challenge requires most often an adaptive solution. Resistances and pushbacks that are arising make it difficult to get to the root causes of unwanted behaviour or undesired personal realities. This is where it gets interesting.

At the bottom of these phenomena are patterns with a combination of properties that are

  • difficult to detect (fast, automatic, hidden, with defraction),
  • difficult to understand (non-logic, pre- or non-conceptual origin, based on incorrect ‘meaning-coupling’), and
  • actively protected with what can be described as an immune reaction against the intended change (“immunity to change”): the wrong meaning-coupling or ‘mapping error’ is considered or perceived of existential importance for some sort of survival– hence resistances and pushback are getting more intense the closer the individual gets to the source of the unwanted behaviour (see graphic)

However, with the right understanding of the nature of these processes, a willingness to explore and stay in the process despite of discomfort and resistances, and with the adequate tools and guidance, transformative change is not only possible, but can take days instead of lifetimes, hours instead of years. We are talking legitimate shortcuts. 

deconstructing patterns of change

In case you are dealing with personal challenges that are automatic, lightening fast, go unobserved, are hidden from your own logic and seem somehow protected, have a closer look at the course we are offering through EZC.Partners in July in Germany.

For more information click on EZC.Partners website.


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Company Values

 

1040564Companies have become aware of the fact that core values – integrity, trust, fairness – can function as attractors that drive beneficial behaviours in the workplace. What they are not getting is that core values just can´t be prescribed, top down or in any other direction.

While many companies large and small have come to the laudable conclusion to focus their organizational development efforts on values rather than behaviours, most go about this strategy in a wrong way.  When values are defined upfront without letting them emerge through a process and paying attention to which values are currently operative, people tend to game the system and display what HR and HQ want to hear. Dave Snowden puts it this way: “As soon as you write your values down, you´ve lost them”.

Even if you work with more sophisticated approaches that try and distinguish between actual and desired values in the organisation, the methods used to survey those values most often distort the results. Questionnaires and 360s are gamed easily and you know where to put your x-es in your sleep. Experts are biased with unconscious hypothesis while surveying and indexing the data. Continue reading


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Leading Change by Leading Self, Feb 2016, Stockholm, SE

Ekskäret

We all have unconscious reactive patterns or blind spots. These get in the way when we want to lead and be creative, especially in challenging situations. A key is the ability to catch ourselves before we stumble and in that way become effective leaders in our lives. In this course you get to practice increasing your awareness of the hidden, unseen and illogic patterns that are holding you back so that you can get the results you want as a leader and change agent.

Leading change by Leading Self is a two day full immersion training for coaches, consultants and leaders, who

are familiar with the latest tools, models and approaches ranging from Teal Organizations, Integral & U Theory, to developmental Coaching and Immunity to Change;

still experience challenges in getting expected results and leading change in highly complex environments and global change/ sustainability initiatives.

Continue reading


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An Update: Mapping out Transformative Processes – Stages (1), Adaptive Pushback, Fallacies & Escape Mechanisms (2) and Tools & Methods for Course Correction (3)

The following slides picture transformative processes in their stages, the adaptive pushback and escape mechanisms that usually get triggered on the process path, as well as a variety of tools, methods and conditions (internal and external ones) that can be used for course correction or are favourable to the process. The diagrams picture patterns that I have observed in my work as coach for personal adult development over the last 15 years. These recognizable patterns are indicative of the stages of the process, its depth, the amount of resistance and the type of assistance needed. They have proven useful as guiding indicators, both for personal work and professional coaching. They are valid for both individual and group processes, although they would slightly differ for the collective transformation. Continue reading


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Leading Change by Leading Self

10906142_766865953399258_3939350231287480436_nWe invite participants to take a very close look at how they operate in a seemingly counterintuitive way that is actually post-logic, and thus extremely powerful. Should you be interested in taking this closer look at your most sabotaging behaviours, your more familiar limitations and your immunities to change on the one side and at your heart felt dreams, latent potentials and performances on the other side, we invite you to come and see. You will be working on your own self as the basic playground. You get to know the mechanisms that operate in the more hidden dimensions of your consciousness – the mechanisms that are really fast, automatic, hidden from introspection, not accessible by logic, negative in their impact and yet most often protected by an ‘immune system’ that is geared to preserve a homeostatic equilibrium – a status quo in your life. If you have been trying to change a certain level of your performance, your financial status, your relationships and have had limited success, you will have an inkling of what we are on about. Continue reading


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Integral Leadership: Feeling into the Moment

How does it fit together: intuition, integrity, leadership, (construct) awareness, subtle states? Here is the attempt of an architecture. Presentation at the Integral Theory Conference, San Francisco,  July 18 -21, 2013 

integral leadership caspari

Academic Paper download here: Reams & Caspari_ITC2013

Powerpoint: ITC California 2013 Reams Caspari