MindShift

TRANSFORMATION – INSIGHT – LEADERSHIP


1 Comment

Think/Feel Tank: In-sighting Emergent Capacities

alderloreround23

We are co-creating a collaborative symposion called “In-sighting Emergent Capacities” at Alderlore Insight Center, CT, in November 14 – 17, 2013, under the guidance of Bonnitta Roy.

Alderlore Insight Center invited people from diverse wisdom traditions who are driven by a strong desire to realize the next iterative and alternative steps in common reality going beyond the usual dialectics. The people participating in this symposium have been very careful to delineate specific approaches that steer clear of the conventional traps of collective practice. This symposium brings these traditions together for the first time to engage as peers – all on the same level to practice collective insight. We will be using shared capacities of intuiting and our understanding of systems design and meta-theory in order to identify principles underlying the in-sighting process and in order to liberate truly emergent and elegant solutions for complex adaptive challenges.

The central attractor for such an assemblage is a kind of “collective alignment” that is very similar to the individual experience of insight, with the progressive elimination of limiting structures, habits, pathological patterns, internalized shadow, collective shadow, etc… in order to reach the free and spontaneous energetic inter-being of an intimate collective. The design is such to allow us to see if and when a group can achieve collectively, this state of which is both shared and share-able, where the possibility for insight is heightened, then are we able to function collaboratively in a much a more effective way, analogous to the effects of insight meditation on the individual and the individual’s life-projects.

“To design for such co-creative emergent processes means to discover the minimum elegant structure for insight-generation. Since this can lead to periods of intense chaos, a community of trust must be developed and maintained through a deep and intimate fabric of mutual fellowship, which includes respect and reciprocity. A crucial component of trust is theory-practice consistency; and so it is important to be on the lookout for means-ends conflicts, since they are the way theory-practice inconsistencies show up in community. It is also crucial that we don’t have prior assumptions about what community health or process looks like, or what the “we-space” is supposed to feel like, or how the transpersonal should express itself in a collective endeavor. To design for emergent transformation, requires designing from causal generative states of awareness. This takes the form of “ritualized inquiry” combined with a deep sensitivity to what is latent and wants to emerge – a sensitivity which arises in the core spaces of one-self(s) as universalized creative energy” (Bonnie Roy).

In our exploration we are looking to identify a rigorous set of principles for collective insight that is not values or world-view specific, but is methodological in scope and processural in practice. Then we have the possibility of bringing collective insight-training into a much larger context and have a powerful practice for addressing 21 Century problems.

Stay tuned here, if you want to learn more about the context and the process. Click here for even more information, if you want to benefit from the insights or if you simply would like to support our exploration – which we would be grateful for.

Advertisements


2 Comments

Shifting Personal Reality

Shifting Personal Reality

The ability to shift personal reality in one’s self and the competency to assist others with their transformation is one of the basic skills for integral mentoring of any kind. This can apply to individual work with leaders, ‘trim tabs’ and change agents, or to collective work with stakeholder groups, organizations  or NGOs. The kind of assistance needed depends on many different factors, such as the unique action logic or kosmic address of everybody involved  (see previous post) and, of course, on the nature of the task ahead.

Yet despite the abundant variables, transformational change follows a very recognizable blueprint that, much like a wave, keeps its pattern integrity. We encounter this archetypal pattern everywhere, a cultural software of the human species. Its epic version is masterfully described in Joseph Campbell’s Hero’s Journey.

The more post-modern version is Scharmer’s U Process for collective transformation and prototyping. The smaller day to day or moment to moment encounter with transformation, like changing a destructive habit, overcoming fear or shadow work either go unobserved or are subject to a myriad of self-help books.

Whatever the scale is, the archetypal movement remains that of a dive into interiority, the ‘small death (or micro-dis-identification) and the resurfacing with a different perspective. This process can take minutes, days, months, or a lifetime, and is iterative. A typical transformational process needs basic prerequisites in order to succeed. External factors include a safe space, a method/injunction to follow, a coach or mentor, or rules.

Interior conditions (interior to the person) include a willingness to re-own previously resisted or dis-associated shadow parts. It may also require the capacity to access, if just for a very short period of time, different states of consciousness. Scharmer (2009) describes the respective stations “open mind”, “open heart” and “open will”, indicating the willingness to suspend judgement, becoming vulnerable and authentic, and most of all, present. He describes this movement down the U as going from gross to subtle, and the combination of sensing and being present -“precensing”- at the bottom at the U as causal. 

In reality, the access to these different states of consciousness is not that clear cut and often fuzzy.

The process of accessing subtle or even causal states can follow various patterns, primarily cycling between the work of shadow parts and resistances being integrated and sensations of relief along the descending arm of the U. The quality of that access and subsequently of the depth, width and nature of transformation depends on many factors, such as the altitude, meaning making system and personal integrity of the person(s) undergoing the process and on the effectiveness of the tools and methods applied.

The following diagram uses the U shape to map out some of the typical stages of a transformative process, along with the internal and external conditions that would foster a deep and successful shift in personal reality, individual or collective. In the next paper, the lateral movements and escape mechanisms that occur along the different stations will be discussed, along with the tools that could successfully counterbalance them.

“We’ve come to believe that the core capacity needed for accessing the field of the future is presence. We first thought of presence as being fully conscious and aware in the present moment. Then we began to appreciate presence as deep listening, of being open beyond one’s preconceptions and historical ways of making sense. We came to see the importance of letting go of old identities and the need to control and, as Salk said, making choices to serve the evolution of life. Ultimately, we came to see all these aspects of presence as leading to a state of “letting come,”of consciously participating in a larger field for change. When this happens, the field shifts, and the forces shaping a situation can shift from re-creating the past to manifesting or realizing an emerging future.” Peter Senge.U process Caspari

Download this paper here: TransformationShift [Paper039]