© 2002 Stonefield Learning Group 3256 El Suyo Drive San Ramon, CA 94583 925-828-3434 e-mail: [email protected] http:SLGLLC.com Psychosynthesis The Realization

© 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.


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


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


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.


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


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?


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



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.


We

Me Me

Want


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


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


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


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


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


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.


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.


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”


Polarities

ThesisOrderChangeInnovationPrivate Interest

AntithesisFreedomStabilityTraditionPublic Interest

Synthesis Evolution / Wisdom

There is no final solution.

Psychosynthesis is the balancing and synthesis of psychological elements.

Balancing Complementarities


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


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


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


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”


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.


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


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


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


Subpersonality - Adaptive Specialization Self-organization “Commander”

“i”


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”


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


Balancing Subpersonalities


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.


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


Who am I? Some of my current Subpersonalities

Subpersonality

ContextTrigger

Mindset/Purpose, Beliefs

Qualities / Competencies

Limitations


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.


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”


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).


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.


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.


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


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.


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


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”


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


Awareness – Accurate Sensing

“I” Peripheral Sensing

EWS Subpersonalities Thinking Assumptions Beliefs Level of Consciousness Context - Needs / Purposes in Play


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.


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”


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


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.


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


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



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


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).


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”

+


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


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™


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”


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


Subpersonality - Adaptive Specialization

Self-organization “Inquirer”


+Reinforcing

QualitiesEmpathic

UnderstandingMindsetSeek to

Understand

Communication Architecture

Language Building Blocks

Role Play

Partial Identity

“Inquirer”


Vision

CharacteristicsInquisitive

“I”Purpose

To Understand

Info

InInfo Out

Context

iPower™

AwarenessWill

Purpose Vision Commit Plan Act Learn


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


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


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™


New Ideas / RolesAgility Effectiveness

Self-ReinforcingFeedback Loop

CreatesOpportunityPressure

Group Identity ShiftNew Strategy

Cultural Values

Individual IdentityShift

Agility- Co-evolution of Identity


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.”


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


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


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,


Eric Jantsch, AstrophysicistSelf-organizing Universe


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

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Documents

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