tag:blogger.com,1999:blog-2819813464705983252024-03-14T16:17:25.607+10:00Minessence Values Framework [MVF] Knowledge-BaseThrough asking questions we learn. This Blog's purpose is the continuous expansion of knowledge related to values and their profound impact on everyone's lifePaul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.comBlogger49125tag:blogger.com,1999:blog-281981346470598325.post-56273003023978869532022-04-11T15:40:00.002+10:002022-04-11T15:40:59.182+10:00Consciousness Raising Facts & Questions for the value Care/Nurture<p><span face=""Segoe UI WestEuropean", "Segoe UI", "Segoe UI Emoji", -apple-system, BlinkMacSystemFont, Roboto, "Helvetica Neue", sans-serif" style="background-color: white; color: #495361; font-size: 15px;">I've added Consciousness Raising Facts & Questions for the value <a href="https://www.mvf-knowledge-base.com/p/10-carenurture.html" target="_blank">Care/Nurture </a>at: </span><a class="linkified" href="https://www.mvf-knowledge-base.com/p/128-values.html" rel="nofollow noreferrer" style="background-color: white; border: 0px; box-sizing: inherit; font-family: "Segoe UI WestEuropean", "Segoe UI", "Segoe UI Emoji", -apple-system, BlinkMacSystemFont, Roboto, "Helvetica Neue", sans-serif; font-size: 15px; font-stretch: inherit; font-variant-east-asian: inherit; font-variant-numeric: inherit; line-height: inherit; margin: 0px; padding: 0px; text-decoration-line: none; vertical-align: baseline;" target="_blank" title="https://www.mvf-knowledge-base.com/p/128-values.html">https://www.mvf-knowledge-base.com/p/128-values.html</a></p><span face=""Segoe UI WestEuropean", "Segoe UI", "Segoe UI Emoji", -apple-system, BlinkMacSystemFont, Roboto, "Helvetica Neue", sans-serif" style="background-color: white; color: #495361; font-size: 15px;">Eventually I will complete all 128 Values :)</span>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-81055239754385940902022-03-26T07:58:00.001+10:002022-03-26T07:58:27.056+10:00What is a Community of Practice [CoP]?<p>We've updated our <a href="https://www.mvf-knowledge-base.com/p/what-is-cop.html" target="_blank">What is a Community of Practice [CoP]? Page</a>, in particular emphasizing that our Minessence Group is a CoP for people using the <a href="https://www.mvf-knowledge-base.com/p/mvf.html" target="_blank">Minessence Values Framework</a> in their practice. </p>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-4039840214961506202021-11-19T09:05:00.002+10:002021-11-19T09:05:52.878+10:00Layout Update<p>We've updated our MVF Knowledge-Base Blog's layout to make it simpler to find resources.</p><p>We added:</p><p>● <b>Our Logo </b>← clicking on it will take you to our website</p><p>● A <b>Blog Search</b> widget</p><p>● A <b>Contact Form </b>so you can easily send us feedback or requests</p><p>● A <b>Post List</b> to access past posts.</p>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-48806563852878963822019-03-08T16:08:00.002+10:002021-06-21T14:37:06.904+10:00The Entropy Paradox<blockquote>
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<span style="font-size: small;"><b>N</b>obel Prize physicist Erwin Schrödinger wrote a book in 1944 with the title <i>What is Life?</i> It has been described as one of the most influential books in the history of science. Its object was to investigate the extent to which life could be accounted for in terms of physics and chemistry, despite our 'obvious inability' to define life. He had two themes--'order from disorder' and 'order from order'. Order from disorder emphasised that life fed on negative entropy, which is a way of saying that whereas the universe as a whole is becoming less ordered (positive entropy) life creates greater order (negative entropy). This is not an exception to the rule of the universe for the rule simply states that, whereas the universe as a whole is running down, there are enclaves where the opposite may happen and one such enclave is human organisms. There is nothing mysterious about this. Living organisms get their energy to do this from the sun. The sun's energy is trapped by plants. Animal get their energy from feeding on plants...</span><br />
<span style="font-size: small;"> Schrödinger's second principle 'order from order' was about how information was passed from generation to generation by genes. he predicted the general nature of the gene more than a decade before the structure of DNA was understood. [<a href="http://values-knowledge-base.blogspot.com/2011/11/references.html" target="_blank">Birch 1999, p. 4</a>]</span></div>
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<span style="font-size: small;"><b>E</b><span style="font-size: small;">ntropy is the only quantity in the physical sciences that requires a particular direction for time, sometimes called an arrow of time. As one goes "forward" in time, the second law of thermodynamics says, the entropy of an isolated system will increase. Hence, from one perspective, entropy measurement is a way of distinguishing the past from the future. However in thermodynamic systems that are not closed, entropy can decrease with time: many systems, including living systems, </span><i><b>reduce local entropy</b> at the expense of an <b>environmental increase</b></i><span style="font-size: small;">, resulting in a net increase in entropy. Examples of such systems and phenomena include the formation of certain crystals, the workings of a refrigerator and living organisms. </span></span></div>
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<span style="font-size: small;"> [Source: <a href="http://en.wikipedia.org/wiki/Entropy_(arrow_of_time)" target="_blank">http://en.wikipedia.org/wiki/Entropy_(arrow_of_time)</a>]</span></div>
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<b><span style="font-size: large;">S</span></b>ince entropy is the measure of disorder, we can easily create a relative measure of it for any group of people for “equal priority = no priority = chaos = high entropy”, conversely "strong & clear priorities = strong focus = well-defined values-system (strange-attractor) = understandable order = low entropy". This means all we have to to measure the relative entropy of groups, is to undertake an analysis of their value priorities. High group priorities and only a few values will be low entropy and a well focused group. Low group priorities and a large number of shared priorities means high entropy and a low focused group. </div>
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The diagram below shows the life-cycle of an organisation or group of people:<br /><br /></div>
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<b> Figure 1. Group/Organisational LifeCycle</b></div>
<ol>
<li style="text-align: justify;">At foundation and boom, entropy is low because shared values are few and priorities are high—strong norms which guide behaviour will emerge</li>
<li style="text-align: justify;">In the period of decline, entropy becomes higher and higher because shared values become many and their collective priorities are low—a state of anomie exists when norms break down-- many people are doing their own thing—the organisation/group is becoming chaotic</li>
<li style="text-align: justify;">The group/organisation's only chance of surviving and again becoming successful is to rebuild a robust values-system (strange-attractor)--when this is in place the entropy will again be low.</li></ol><span> </span><span> </span>[ <a href="https://docs.google.com/presentation/d/e/2PACX-1vQQeCQOcSEpXqrBMMZRlDQNXsMQrxG81cPatRE_aa7ZLAlAEgp5xqErj45VTNTewi789FpYKadKhCK-/pub?start=false&loop=false&delayms=3000" rel="nofollow" target="_blank">Click here for a Slide Presentation on this topic</a> ]<br /><ol>
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Keeping track of group/organisation's entropy is a way of keeping track of the group/organisation's health. When entropy starts to rise, alarm bells should be ringing.<br />
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The Entropy Paradox</h2>
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<b><span style="font-size: large;">W</span></b>hile it's important for an organisation's entropy to be low. For individuals, growth depends on them following a regular entropy cycle as depicted in Figure 2. The top of the diagram represents a person working from their primary brain-preference modes. Here they are most competent and dependable. However, if they never engage the other parts of their brain their development will be stunted. It is important that everyone in the organisation is given the freedom and encouragement to undertake fun activities matching their least brain preference on a regular basis (at least two hours per week). This will unlock their creativity, and lead to holistic brain development--i.e. their brain becomes more complex, and though they are cycling through low to high entropy, in the long run their brain entropy will be decreasing. Hence the paradox, people need to feed off periods of chaotic fun activities (high entropy) in order to be more creative, more sophisticated (low entropy) individuals.<br />
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<b> Figure 2. Entropy Cycle</b></div>
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In summary, people have to be given their space, time & freedom in organisations so they can have fun in their creative mode—the saying, "All work and no play makes Jack/Jill a dull boy/girl” turns out to be a key principle behind personal development. Mihaly Csikszentmihalyi, in this <a href="https://drive.google.com/open?id=1M-B219HQi_K3k5De4DFodKmNyak__aft" style="color: blue; text-decoration: underline; text-underline: single;" target="_blank">video</a>, gives a few good examples of people who have this freedom. The Australian movie <em><a href="https://drive.google.com/open?id=1kU8Iz662jBSQ8vkTZFlsOkUiHyUCefTs" target="_blank">The Dish</a></em> also gives a good example of an organisation which is maximally effective and successful because its people are continually moving through the entropy cycle.</div>
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Entropy should not be a static measurement, rather the conditions should be set so that people can cycle through it. A good measure which shows if an organisation is “ripe” for enabling this cycle to exist in an organisation is the leisure/pleasure score in the diagram below:<br />
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<img alt="CFM" border="1" height="334" src="https://www.minessence.net/eZine/Images/CFM.JPG" width="497" /></div>
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<b> Figure 3. The Cultural Field Map</b></div>
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An organisation with a low or zero leisure/pleasure score and a high control/order score would be a low entropy (i.e. orderly and boring) organisation. On the other hand, an organisation with a moderately high leisure/pleasure score and a low control/order score would be an even lower-entropy organisation yet be a fun creative place to work, provided it has a clearly defined values/vision/mission statement based on its people own values, and, encourages teams with a diversity of brain-preference to engage in regular creative mode activities. It has a lower-entropy than the highly controlled no-fun organisation because it is more complex/sophisticated in its operation--you could say, it's more alive! The Chaordic Model (Figure 4), in conjunction with the values alignment model of Figure 5, are designed to create such an organisation.</div>
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<img alt="Chaordic" border="1" height="332" src="https://www.minessence.net/eZine/Images/Chaordic.jpg" width="433" /></div>
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<b> Figure 4. The Chaordic Model of Organisational Development</b></div>
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<img alt="1234" border="1" height="393" src="https://www.minessence.net/eZine/Images/1234_tn.jpg" width="355" /></div>
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<b> Figure 5. Organisational Alignment Model</b></div>
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To create a low-entropy high performing organisation, each person and each group in the organisation must give attention to:</div>
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<b>Concretization.</b> Concretizing their priority vision, focus and vision values (using techniques such as: asking VAK questions about each value, concept mapping, and/or <a href="http://values-knowledge-base.blogspot.com/2011/10/how-is-repertory-grid-used-to.html" target="_blank">Repertory Grid</a>). "Until you make the unconscious conscious, it will direct your life and you will call it fate." - Carl Jung</div>
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<b>Purpose.</b> Having regard any published organisational values, formulate personal and group values, vision and mission statements. Make statements which are uplifting and motivating. "Where there is no vision, the people perish." - Proverbs 29:18</div>
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<b style="text-align: justify;">Will.</b> Each person reflects on their foundation and vision values, and brain-preference. Vision values motivate so, "Will this organisation enable you to be passionate about and motivated by your vision values?" Foundation values can demotivate if they are not satisfied so, "Do you have strategies and skills in place that turn these values into a solid foundation rather than an Achilles heel?" "In this organisation/group, are you able to focus mainly on tasks which match your work-mode brain-preferences and priority values?"</div>
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"How do your top 10 values compare to your group/organisation's top 10 values?" "What common ground do you see?" "If your values are markedly different to the group/organisation's values, can you see a way you could happily live your own values whilst at the same contributing to the group/organisation's values?" "How does the group energy management profile compare with your personal profile?"</div>
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<b>Capability.</b> "Do all in our group have the skills, resources and abilities to live our values in our workplace?" SQ = Spiritual Intelligence, EQ = Emotional Intelligence and IQ = intellectual intelligence, "Do we have the knowledge to develop these intelligences within our group?" The group skills profile indicates the skills needs of each group based on the values they all have. "What are the implications of this profile for our group?"</div>
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The above program works, and it works very well, because it creates low entropy organisation--i.e. an organisation with a strong values-system (strange attractor) sourced in its people's actual values--<a href="http://www.minessence.net/presentations/SelfOrganisingSystems.aspx" target="_blank">self-organisation</a> does the rest.</div>
Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-13892559851050054172018-07-13T10:09:00.005+10:002018-07-13T10:11:41.416+10:00MVF OverviewA new page has been added to give an <a href="https://www.mvf-knowledge-base.com/p/mvf.html">Overview of the MVF</a>.Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-70264512918684384742018-03-20T07:11:00.001+10:002018-03-31T15:06:55.814+10:00Site Update<div style="text-align: justify;">
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I am in the process of adding a <i><a href="https://www.mvf-knowledge-base.com/p/contents.html" target="_blank">contents page</a></i> and as part of setting that up am methodically working through all the material at our <i>MVF Knowledge-Base</i> - updating it as appropriate. Please feel free to make suggestions at our <i><a href="https://www.minessence.net/mail/FormMail.aspx" target="_blank">feedback page</a>. </i></div>
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Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-18212438101090558292017-08-20T07:40:00.002+10:002017-08-20T07:40:35.326+10:00New Page: 128 ValuesNew pages have been added to our MVF Knowledge-Base Blog. The 128 Values of the Minessence Values Framework now have their own page. The values are listed at <a href="https://values-knowledge-base.blogspot.com.au/p/128-values.html">https://values-knowledge-base.blogspot.com.au/p/128-values.html</a> and each value is to have its own separate page. Clicking on a value in the 128 Values page will take you to its page. I've started with value 40: Empathy. Over the next few weeks I add a page for each of the other values.Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-72236258569985422242016-02-04T08:36:00.000+10:002016-02-04T09:03:59.031+10:00Values Tracks/Themes<h3 style="font-family: arial, helvetica , sans-serif; text-align: justify;">
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What is Organizational Culture?
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"Culture eats strategy for breakfast, operational excellence for lunch, and everything else for dinner.”</div>
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Peter Drucker<br />
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Organizational culture is the unique way that an organization forms and defines itself in terms of its shared values, worldviews, principles, traditions, customs, rituals, stories, practices and unwritten rules that distinguish it from other organizations. This includes the ways the organization conducts its business, treats it employees, customers and the community of which it is a part. Its culture affects its productivity, customer service, marketing and advertising practices, HR policies and capacity for innovation. Increasingly, it also includes its environmental and social responsibility practices. Organizational culture is unique for every organization and is one of the hardest things to change. It is influenced by national culture as well. It is also well established that organizational culture is a significant barrier to successful mergers and acquisitions. Most mergers fail due to cultural incompatibilities. A 2015 KPMG study indicates that 83% of merger deals do not boost shareholder returns because of the failure to manage cultural issues.<br />
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Organizational Values Tracks</h3>
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<span style="font-size: 11pt;">Organizational Culture may be also understood as an emergent property of its Values System and is measured and profiled through analysing how the values combine to work together as </span><em style="font-size: 11pt;">Values Tracks</em><span style="font-size: 11pt;"> or themes that illustrate the shared beliefs about “how things should be done around here”.</span></div>
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Each organizational <em>Values Track </em>contains multiple values that are profiled in our Organizational Culture Values Inventory report. This report identifies the primary <em>Values Tracks </em>for a group, team or an entire organization and can help to determine which types and combinations of group values, and their priorities comprise its culture. The chart below illustrates an example of the combination of values and their measured priorities for the <em>Values Tracks</em> of <strong>Customer Focus</strong> and <strong>Learning & Innovation</strong> for a senior team within the Minessence International COOP.<br />
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Example Values Tracks and Their Values
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<img alt="Track Values Example" src="http://www.minessence.net/intranet2/Reports_Group/Images/VMOCI/TrackValuesExample.png" width="500" /><br />
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Organizational Values Tracks as a Strange Attractor
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<span style="font-family: "arial" , "helvetica" , sans-serif; text-align: justify;">The diagram below shows three other example </span><i style="font-family: arial, helvetica, sans-serif; text-align: justify;">Values Tracks</i><span style="font-family: "arial" , "helvetica" , sans-serif; text-align: justify;"> which relate the values and beliefs of people in an organization to how they act (Action), how they create organizational structure (Order) and whether they are doing things primarily for their own benefit or to add value to their clients (Share).</span></div>
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<img alt="3 Tracks Example" src="http://www.minessence.net/intranet2/Reports_Group/Images/VMOCI/ThreeTrackExample.png" style="width: 100%;" /></div>
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Values are both primary individual and group motivators. <em>Values Tracks</em> which coalesce within an organization become a collective pattern which motivate group behaviours and can profile organizational culture. These patterns are called <em>Strange Attractors</em>.<br />
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<em>Strange Attractors</em> create a certain form of order within any complex non-linear system be it the weather, a bushfire, the stock market, societal cultures, an organization, a team or an individual person. For living entities, their values system is their <em>Strange Attractor</em>.</div>
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Why do we use the term <em style="text-align: justify;">Strange Attractor</em> instead of simply referring to values as attractors?<br />
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The term <em>Strange Attractor</em> comes from the study of complex systems which exhibit "order within chaos". Chaos Theory and non-linear system researchers discovered that certain entities behaved in strange ways yet their behaviours were obviously being influenced by a strong attraction to something. Attractors which led to entities behaving in strange and not entirely predictable ways became known as <em>Strange Attractors</em>. Attractors which lead to predicable behaviours are termed ordinary attractors. Gravity is an example of an ordinary attractor. With ordinary attractors such as gravity, one can mathematically compute exactly what will happen in the future. For example, if a person drops a ball from 1-meter height, it can be calculated precisely when that ball will land. When an entity's behavior (motion, actions, path, etc.) is governed instead by a <em>Strange Attractor</em>, one cannot predict what will happen in the future, however, one can predict the general form or nature of what will unfold.<br />
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For example, a person with priority values of achievement, competition, work, financial success, and duty will be attracted by these values to behave in a completely different way to someone who has priority values of expressiveness/freedom, play, intimacy, search/meaning, service, equity/rights. Clearly in both these examples you cannot know what each person will do moment to moment, however, you will know with a fair degree of certainty the general nature of how they will behave as their life unfolds. For each person, their values-system (in its role as a <em>Strange Attractor</em>) gives a sense of order to their life. So it is with teams, organizations and different cultural groups.<br />
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One explanation of the way <em>Strange Attractors</em> work is to consider fish in an ocean. As the water moves in synchronism with the current or swell, the fish all appear to move together from side to side or up and down as though connected by some invisible connector-- of course, we know that it is the water of the ocean. A similar phenomenon is seen in flight patterns of birds. <em> Strange Attractors</em> behave the same way: we cannot see them and they (unlike the water of the ocean) have no material substance, yet, they link all material objects. In Newtonian Physics physical reality is considered to be solely a material reality. The existence of <em>Strange Attractors</em> has caused us to change our notion of reality since no one will dispute that they are real, but they have no material substance. This is a working assumption of Quantum Physics.<br />
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Translated into our understanding of modern organizations, we can differentiate a Newtonian Science Organization from a Quantum Science Organization.</div>
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The Newtonian Science Organization</div>
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The Quantum Science Organization</div>
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An organization is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which there might be an answer, and decision makers looking for work.</div>
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Organizational order is provided through motivational energy ordered by <em>Strange Attractors.</em> Order is thus created and maintained through conceptual controls–people's values, ideas and beliefs are creating the order, not some manager with authority. The strongest motivational energy emanates from shared meaning–the source of the organization’s values-system–the <em>Strange</em> <em>Attractors</em> which create and maintains its culture.</div>
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Organizational Culture Values Tracks
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The example above looked at how values may coalesce to form a <em>Strange Attractor</em> along just three dimensions or tracks: <em>Action</em>, <em>Order</em> & <em>Sharing</em>. The Minessence Values Framework typically uses eight <em>Values Tracks</em> to analyze the <em>Strange Attractor(s)</em> shaping an organization’s culture:</div>
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Creating Value (multiple bottom lines)</li>
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Customer Focus</li>
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Learning & Innovation</li>
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Respect, Trust & Openness</li>
<li>
Team Work & Collaboration</li>
<li>
Organizing/Creating Order</li>
<li>
Resilience & Renewal</li>
<li>
Social & Environmental Responsibility</li>
</ul>
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The following diagram illustrates the pattern of <em>Values Tracks</em> (motivational energy) which emerges from the coalescence of values priorities of a senior team within our own Minessence International COOP organization.</div>
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<img alt="3 Tracks Example" src="http://www.minessence.net/intranet2/Reports_Group/Images/VMOCI/MICLTracks.png" width="100%" /></div>
Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-50251928697045347912015-03-02T08:12:00.001+10:002022-03-24T15:53:20.783+10:00What are Energy Field Maps [EFMs]?<blockquote style="background-color: #efefef; font-family: Arial, Helvetica, sans-serif; font-size: 11pt; padding: 5px; text-align: justify;">
Although we know a great deal about the way fields affect the world as we perceive it, the truth is no one really knows what a field is. The closest we can come to describing what they are is to say that they are spatial structures in the fabric of space itself. [Talbot]</blockquote>
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Newton’s world of cause and effect required great effort (forces) to make things happen. Since the emergence of the quantum world, we see that it is possible to accomplish this through manipulating non-material structures–i.e. fields–which are the basic substance of the universe.</div>
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One explanation of the way fields work is to consider fish in an ocean. As the water moves in synchronism with the swell, the fish all appear to move together from side to side or up and down as though connected by some invisible connector. We know that it is the water of the ocean, however, fields in space behave the same way, we cannot see them and they (unlike the water of the ocean) have no material substance, however, they link all material objects in space. “Physical reality is not only material. Fields are considered real, but they are not material” (Wheatley 1994 p. 50).</div>
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<td style="text-align: center; width: 50%;"><strong>The Newtonian Science Organisation</strong>
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<td style="text-align: center; width: 50%;"><strong>The Quantum Science Organisation</strong>
</td>
</tr>
<tr>
<td style="text-align: justify; vertical-align: top; width: 50%;">An organisation is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which there might be an answer, and decision makers looking for work.
</td>
<td style="text-align: justify; vertical-align: top; width: 50%;">Organisational order is generated through fields. These fields are conceptual controls–it is the ideas of a business that are controlling, not some manager with authority. One of the most powerful fields is <strong>shared meaning</strong> or the <strong>unconscious common ground</strong> within an organisation.
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In the field view of organisations, clarity about values or vision is important, but it’s only half the task. Creating the field through the dissemination of those ideas is essential. The field must reach all corners of the organisation, involve everyone, and be available everywhere. We need to imagine ourselves as broadcasters, tall radio beacons of information, pulsating out messages everywhere. We must fill all the spaces with the messages we care about. If we do that, fields develop–and with them, their wondrous capacity to bring energy into form. [Wheatley]</blockquote>
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<span style="background-color: white;"><span face="Arial, Tahoma, Helvetica, FreeSans, sans-serif" style="color: #333333;"><span style="font-size: 14.85px; line-height: 20.79px;">Inspired by Tosey and Smith (1999), we have developed an Energy Field Map [EFM] (used with individuals) or Cultural Field Map [CFM] (used with groups) to facilitate the understanding of values-systems from an energy field perspective. Each dimension of the chart is a field of motivational energy emanating from the underlying values.</span></span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVOdFwm6OH5b6rROawlBqNfngW_JItDzzg_1zymqT4uYKkowo3xJrcd4BimZ4F5k9-ptLqa94piBkATJ7NXnDUqGyZR7IJFi2BwmAXhTaDZLn8JUg0CzVcDuChMFZoc_LktbzPnBXcAAZk/s1600/CFM.JPG" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="267" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVOdFwm6OH5b6rROawlBqNfngW_JItDzzg_1zymqT4uYKkowo3xJrcd4BimZ4F5k9-ptLqa94piBkATJ7NXnDUqGyZR7IJFi2BwmAXhTaDZLn8JUg0CzVcDuChMFZoc_LktbzPnBXcAAZk/s1600/CFM.JPG" width="400" /></a></div>
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<div style="font-family: Arial, Helvetica, sans-serif; font-size: 11pt; text-align: justify;">
<span style="font-size: 11pt;">The pattern in the centre of the hexagon above maps your priority value priorities on each of eight motivational energy field dimensions.</span><br />
<span style="font-size: 11pt;"><br /></span>
Key questions to ask are:
<br />
<ul>
<li>Which are the strongest fields?</li>
<li>Which are weakest or non-existent?</li>
<li>Given this is the motivational energy I am 'radiating' to those around me, h<span style="font-size: 14.6667px;">ow will people relate to me?</span></li>
<li>What would they see me doing? </li>
<li>What would they hear me saying? </li>
<li>How would they feel in my presence?</li>
<li>How does the pattern of my energy fields compare that of my team or organisation?</li>
<li>What does this mean for myself and those with whom I work?</li></ul><div><br /></div>
</div>
Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-31215611922836433612014-08-02T10:35:00.000+10:002014-08-02T11:41:29.302+10:00True Dialogue--The only 'sure-fire' way to see the 'elephant in the room'<div class="separator" style="clear: both; text-align: justify;">
An ancient Indian folk tale explains how we each have different perceptions of the world. Some
Hindus had brought an elephant for exhibition and placed it in a dark house. Six men, who had never
seen an elephant, went into that dark place, one at a time, to see the elephant. Finding that in the
darkness, visual inspection was impossible, they felt it with their hands. </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWDc6A6Q5yLvNCP0ya9OVJ2kaXmhAotbgxDJIoFI5VZowkgJ-UdY_kiQUpB_tCxnyLfE2b5tRuFCVn-haG8KCUWdCCcZd3DpmLNwwd-o18Ro6Va5dx4srFQrZiEcfyf9TzaM3FX4PSN7eB/s1600/6BlindMen.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWDc6A6Q5yLvNCP0ya9OVJ2kaXmhAotbgxDJIoFI5VZowkgJ-UdY_kiQUpB_tCxnyLfE2b5tRuFCVn-haG8KCUWdCCcZd3DpmLNwwd-o18Ro6Va5dx4srFQrZiEcfyf9TzaM3FX4PSN7eB/s1600/6BlindMen.png" /></a></div>
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On coming out, each explained to the others:</div>
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<ul>
<li>The palm of the first fell on the trunk. "This creature is like a snake," he said.</li>
<li>The hand of the second lighted on an elephant’s ear. "Oh no," he exclaims, "It's like a large leaf."</li>
<li>The third man felt a leg. "I found the elephant’s shape is like a tree," he said.</li>
<li>The fourth caught hold of its tail, "Nonsense, an elephant is just like a rope."</li>
<li>The fifth man placed his hands on the side of the beast, "It's just like a brick wall," he said.</li>
<li>The last man, feeling a tusk, asserts, "You are all wrong, it's like a sharp spear!"</li>
</ul>
<h3 style="clear: both; text-align: center;">
Moral of the Story...<br />
<i>No one sees anything from all points of view.</i><br />
<i>Only through sharing points of view,<br />can we come close to "seeing" the whole.</i></h3>
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Each of us has a unique view of the world which includes a set of beliefs about the nature of the world in which we live. Beliefs about:</div>
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<ul>
<li style="text-align: left;">The nature of human relationships (hierarchical, collaborative, individual),</li>
<li style="text-align: left;">The nature of human nature (evil, mixed, good),</li>
<li style="text-align: left;">The nature of human activity (being, becoming, doing),</li>
<li style="text-align: left;">The nature of our time sense (past, present, future),</li>
<li style="text-align: left;">The nature of our relationship with the environment (subordinate to nature, harmony with nature, dominant over nature). etc.</li>
</ul>
<div style="text-align: left;">
<span style="text-align: justify;">These beliefs structure our view of the world. In turn, our personal world-view gives rise to a unique set of personal value priorities. The reverse is also true. Knowing a person's value priorities, makes it possible to gain insights into how a person views the world.</span></div>
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<b><i>Only through <a href="http://www.soapboxorations.com/ddigest/senge.htm" target="_blank">true dialogue</a></i></b>, in a genuine effort to understand each other's worldview (i.e. understand why we each see what we see and why we each believe what we believe), can we create a peaceful world.</div>
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See also:<a href="http://www.minessence.net/eZine/view.aspx?issue=42" target="_blank"> Empathy: The Preeminent Value</a></div>
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Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com1tag:blogger.com,1999:blog-281981346470598325.post-47600232433247301932012-11-16T11:22:00.003+10:002018-08-22T13:17:00.608+10:00Transformative Leadership<div align="right"><div class="separator" style="clear: both; text-align: center;"><a href="http://www.blogger.com/blogger.g?blogID=281981346470598325" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"></a></div><a href="http://www.blogger.com/blogger.g?blogID=281981346470598325" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><br />
</div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSy-cVUenxM9yUWNDUVwTGvkLPUY_SGaYf5QrMVfNqSImB6C0xeGNNVqYCtTi2wYPo9e_PJ-y1IAwE0znk1Mn_HSvq5BI_i7WXFTb2RuSfMdDPjqOzU6d7jFb6Q1Lk1_YkekTqN1bQToYQ/s1600/T-V-T.bmp" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSy-cVUenxM9yUWNDUVwTGvkLPUY_SGaYf5QrMVfNqSImB6C0xeGNNVqYCtTi2wYPo9e_PJ-y1IAwE0znk1Mn_HSvq5BI_i7WXFTb2RuSfMdDPjqOzU6d7jFb6Q1Lk1_YkekTqN1bQToYQ/s400/T-V-T.bmp" width="355" /></a></div><span lang="EN-US"></span> <br />
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</span> <br />
<div style="text-align: left;"><span lang="EN-US"><span lang="EN-US">Transformative leadership is a team effort. It requires constructive dialogue between Transactional leaders (the implementers) and Visionary leaders (the dreamers). It's through the dialogue between these two groups that a new tacit worldview emerges. </span>So who are the Visionary Leaders, and who are the transactional leaders? </span></div></div><div style="text-align: left;"><span style="text-align: justify;"> From when we are born our interaction with the world around us stimulates our brain. We quickly begin to develop preferences for some forms of stimulation over others. By late adolescence these preferences are virtually "set in concrete" and we have developed a preference for one of four ways of relating to the world around us: things-abstract, concrete-things, concrete-people, or people-abstract. Below, each of these four ways of dialoguing with reality are briefly described along with preferred leadership modus operandi.</span></div><h2><span lang="EN-US">Things-Abstract [Technical Architect]</span></h2><span style="text-align: justify;">These are people who have a preference for using their hands to "tinker" with or to create things and to use their intellect to develop models or plans. They rely mostly on discovering things about the world through thinking about it and intellectually analysing it. They prefer to gather information visually. They are the "accidental leaders" because they will often create a technology which everyone else wants. People such as Bill Gates and the inventor of Facebook are examples. People with this brain-preference are not particularly interested in politics, they are the "corporatists" and would be quite comfortable living a totally privatized world. </span><br />
<span lang="EN-US"> Those who belong to this brain-preference will be seen as visionary leaders if people like the technology they have created.</span><br />
<h2><span lang="EN-US">Things-Concrete [Quality Producer/Crafts Person]</span></h2><span style="text-align: justify;">These are "hands on" people who like certainty and like activities/organisations to be well structured. They prefer things to be down-to-earth rather than abstract and intangible. People with this preference may be athletes, mechanics, surgeons, gardeners, accountants, farmers, etc. They will prefer a political party which gives them certainty and a sense of security. They will also prefer a party which is conservative in its policies rather than one which comes up with innovative new (never-tried-before) policy.</span><br />
<span lang="EN-US"> These people can be fabulous transactional leaders. Those who are masters of their craft will be sought out to teach others the best way to perform their chosen occupation.</span><br />
<h2><span lang="EN-US">Concrete-People [People Servants]</span></h2><div style="text-align: justify;"><div style="text-align: left;"><span lang="EN-US">As with the Quality Producers, People Servants like structure. However, their preference is for spending time with and talking to people, rather than relating to the world of non-human things. They will choose careers as school teachers, actors, ethicists, priests/nuns, public servants, value consultants, etc. They will also prefer a party which is somewhat conservative in its policies, however, they will put people ahead of balancing the budget. So, if their party spends too much money on welfare (i.e. caring for those who can't care for themselves), their party will probably be voted out of office and a party supported by the Quality Producers will be voted back in on the promise of spending cuts to bring the budget back into surplus.</span></div></div><div style="text-align: justify;"><span lang="EN-US">People Servants are great facilitators, they are key to facilitating the oft difficult dialogue between the Visionary Leaders and the Transactional Leaders. Without this dialogue transformation is not possible. Understanding the worldviews and values of each group is essential to facilitating effective dialogue.</span></div><h2><span lang="EN-US">People-Abstract [Social Architects]</span></h2><div style="text-align: justify;"><div style="text-align: left;"><span lang="EN-US"> The Social Architects, like the People Servants, prefer the world of people to the world of non-human things. Social Architects are comfortable functioning in a world of uncertainty--in fact it's their preference--too much of the "same old, same old" and they get bored. Social Architects like to create models to understand how people behave, they like designing new social systems. They are the "greens", social-ecologists, social-activists, social scientists, social policy planners, etc. in our society.</span></div></div><div style="text-align: justify;"><div style="text-align: left;"> These people are potential Visionary Leaders in respect of societal and/or organisational change. As with the facilitators, to be effective as a visionary leader they must be able to gain rapport with those the desire to influence. Remember, the key is to change is firstly gaining real rapport with people. And, for genuine rapport to exist, people must really know that you are able to see the world through their eyes and therefore understand what they have the values they have.</div><div style="text-align: left;"><br />
</div><div style="text-align: center;">* * * *</div><div style="text-align: left;">In the video below, Matthew Taylor describes just how essential to our future are the coexistence of structure (maintaining world-views/transactional leadership), commitment and cohesiveness (the facilitative leader/mediator), and innovation (visionary leadership).</div><div style="text-align: left;"><br />
</div><div style="text-align: center;"><iframe height="300" src="https://drive.google.com/file/d/1yEe5tpZBj7oJf3Qg66KiD9GpVWGbYNQI/preview" width="500"></iframe> </div></div>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com1tag:blogger.com,1999:blog-281981346470598325.post-50444559142412140762012-03-12T22:57:00.000+10:002012-03-12T23:01:54.585+10:00If morality is broken, we can fix it<div style="text-align: justify;">
<div style="text-align: left;">
There's an excellent article in <i>New Scientist </i>[18 February 2012; p. 3] titled, "If morality is broken, we can fix it". The intro to the article reads, "SCIENCE has made great strides in explaining morality. No longer is it seen as something handed down from on high; instead it is an evolved system of enlightened self-interest. Altruism, for example, can benefit your genes and disgust can protect you from disease. This picture is progress, but it can also lead to a kind of fatalism, a belief that our moral values evolved for a good reason and so we should stick to them.</div>
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<div style="text-align: left;">
"Yet some value judgements are difficult to fit into this framework. Why is it acceptable to take certain drugs but a criminal offence to take others? Why is it wrong to create human embryos to cure diseases endured by millions?</div>
</div>
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<div style="text-align: left;">
"Now an experiment suggests that morality isn't entirely about evolutionary benefits to individuals [<a href="http://www.newscientist.com/article/mg21328524.500-why-we-have-moral-rules-but-dont-follow-them.html" target="_blank"><i>New Scientist, </i>18 February 2012; p. 10</a>]. We also have an evolved tendency to make and obey arbitrary moral rules, probably as a way of promoting social cohesion.</div>
</div>
<div style="text-align: justify;">
<div style="text-align: left;">
"That picture opens the door to more progress. Yes, we follow rules that bring little benefit and can even be positively harmful. But the rules are not set in stone, so there's nothing to stop us getting rid of those that don't work and putting better ones in their place." </div>
</div>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-50813570119698236732011-12-10T06:29:00.001+10:002011-12-10T08:01:51.287+10:00What's the Minessence Group's Take on Memes?<div style="text-align: left;">
<blockquote class="tr_bq">
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Memes are ideas, tunes, inventions, retorts, ways of doing business, ways of asking for help, and ways of saying hello. </span>(Palumbi 2001, p. 243) </blockquote>
Over the past few decades there has been a shift in thought concerning the evolution of human culture. Ever since Dawkins, in his book <i>The Selfish Gene</i>, coined the term “meme” as the selfish unit of societal evolution analogous to the gene’s role in the evolution of species, there’s been a groundswell of people focussing on the evolution culture via memes.</div>
<div style="text-align: left;">
Dawkins suggested that memes, composed of memory and imagination, were the basic replicating units through which human culture evolved. Yet, memes simply do not fit the model of classic Darwinian evolution.</div>
<div style="text-align: left;">
Ideas are not passed on from one generation to another in a linear fashion as are genes. Most often, each person adds their own slant to an idea or may simply not understand it properly and pass on some distortion of the original (Chinese whispers). Also, people’s values have a profound impact on the transference of ideas. Values filter what people give attention to—people don’t even notice, let alone pass on, ideas which would make no contribution to what they value. People may also deliberately make a conscious choice to pass on, or not to pass on, particular ideas—knowledge is power. </div>
<div style="text-align: left;">
The main distinction is: Darwinian evolution is about the survival of the species which, by chance, have adapted to change in a way which avoids their extinction; whereas, the survival of ideas depends on complex values dynamics:</div>
<blockquote>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">The impact of conscious selection at the stage of idea mutation and transmission blurs the distinction among the three elements of Darwin’s engine and suggests a very different way of looking at ideas than Dawkins’s notion of evolving memes. Picked over as carefully as meatballs at a cheap buffet, ideas are sorted by the finicky process of conscious selection. They are created, used, and discarded by active minds seeking their own advancement or their own comfort. What other element of our lives do we consciously improve for better function and pick carefully among to fill our cultural shopping carts? We can also consider ideas as tools.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> As tools, ideas may be practical or not. They may have general or specific uses. Others may shun them or adopt them with gusto. Sometimes they seem to have a life and independence of their own, like the wooden handle of an axe that becomes polished through use to fit the hands that wield it. But in the final analysis they remain tools, ways of manipulating the world or understanding it. They do not evolve like genes because like tools, they cannot really replicate themselves—they can be made only on demand by brains, and only by this agency can they spread through to other brains. This does not say they always benefit us—akin to the way many of us have tool boxes stuffed full of things not currently doing us any good—and it does not claim that they can never do damage—like an unchaperoned gun. But the function and rapid change of ideas does not require their independent evolution</span>...(Palumbi 2001, p. 252)</blockquote>
<b>Q.</b> If memes are not the mechanism by which culture changes, what is? <b>A. </b>Changes in the culture's values-system, i.e. changes t its <a href="http://values-knowledge-base.blogspot.com/search/label/strange%20attractor">strange attractor</a>.Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-47428378465122193682011-12-08T15:26:00.001+10:002018-02-01T08:56:58.151+10:00How do I Become an Evolved Person?<div style="text-align: left;">
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People often write about levels of consciousness which is curious, since no one yet even knows what consciousness is, let alone able to define levels of this elusive concept!</div>
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Brian Hall (Figure 1), Clare Graves (Figure 2) and others go so far as to suggest that human development is correlated to levels of consciousness.</div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvpj5oyC4I3KzJbeR-M6IjypIfhTh3KsvGiBU78pXn9OGyhbqyJMpUpV03ZwAw_yz2y44QahmgUtmwGc87uDlWUWZZ1Xi2kIvyMoN931zF2bTk_qhf4ecbqccopP0YepqMMIiG-KMrqcQ/s1600/HallPhases1to4.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="262" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvpj5oyC4I3KzJbeR-M6IjypIfhTh3KsvGiBU78pXn9OGyhbqyJMpUpV03ZwAw_yz2y44QahmgUtmwGc87uDlWUWZZ1Xi2kIvyMoN931zF2bTk_qhf4ecbqccopP0YepqMMIiG-KMrqcQ/s400/HallPhases1to4.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 1. Stages & Phases of Human Development (Source: Brian hall)</td></tr>
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Clare Graves goes further than Hall's global consciousness level, seeming to imply there's no limit (Figure 2):</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7RqrbmQVRAOTXsK_HV9pLWiQuHVlIMG9F635X_rGA2wXTOUjQndYNhkfdqHUk5jdVmeOL5x54UDJBxEyPPXJNVDu9QbMwdlmRWk6qiRnkl2-jnn1UgK2nxuL2OBNaZJsY9oEBclT3Duc/s1600/HumanValuesDeveloopment--Clare+Graves.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="273" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7RqrbmQVRAOTXsK_HV9pLWiQuHVlIMG9F635X_rGA2wXTOUjQndYNhkfdqHUk5jdVmeOL5x54UDJBxEyPPXJNVDu9QbMwdlmRWk6qiRnkl2-jnn1UgK2nxuL2OBNaZJsY9oEBclT3Duc/s320/HumanValuesDeveloopment--Clare+Graves.JPG" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 2. Levels of Human Consciousness Development</td></tr>
</tbody></table>
<div class="separator" style="clear: both; text-align: justify;">
Supposedly, any person who has the global level consciousness of Hall's model, or is at level 10 or above of the Graves model, is an <i>evolved </i>person. There are two flaws in these and similar models of human development:</div>
<div class="separator" style="clear: both; text-align: left;">
</div>
<ol>
<li style="text-align: justify;">Evolution cannot be tied to growth, development, progress or any other like concept. Identifying someone is an evolved person actually says nothing about who they are as a person, in fact the statement is rather meaningless.</li>
<li>Levels of consciousness cannot be tied to values development.</li>
</ol>
<div style="text-align: left;">
Let's look at these flaws in more detail...<br />
<br /></div>
<div style="text-align: left;">
<b><span class="Apple-style-span" style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Evolution Cannot be Tied to Growth/Progress</span></b></div>
<div style="text-align: left;">
<div style="text-align: justify;">
Figure 3 is a typical technology timeline advertisement which explicitly assumes a link between evolution and progress:</div>
</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-OKrir7VcI5uPtTEAKkpEnWnBnT_EEbj2V5A2yrxppeMp5Z4Skz80BQhjvYsAFOE1AT9HqLJ6pb-gCLuqhyphenhyphenFfqzvfdJci9yYeJOhSheRghpPbrp2yAcHvYcm4KV2tVBn4K1wNfqsczfpO/s1600/lighting_evolution.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-OKrir7VcI5uPtTEAKkpEnWnBnT_EEbj2V5A2yrxppeMp5Z4Skz80BQhjvYsAFOE1AT9HqLJ6pb-gCLuqhyphenhyphenFfqzvfdJci9yYeJOhSheRghpPbrp2yAcHvYcm4KV2tVBn4K1wNfqsczfpO/s400/lighting_evolution.jpg" width="391" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 3. Linking Evolution & Progress</td></tr>
</tbody></table>
<div style="text-align: left;">
<div style="text-align: justify;">
However, Darwin himself pointed out that evolution is only about species adapting to change--those which adapt appropriately survive. It's about the continued existence of the <i>fittest to survive.</i> <i>Those which survive are <b>not </b>better or more intelligent</i> that those which didn't survive. They are simply those which survived because, <i>by chance.</i> they adapted to changed conditions in a way which prevented them from becoming extinct. The current evolution of the human species looks more like that depicted in the two cartoons of Figure 3:</div>
</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjoCI-7TCzxjIdj-fJ2vAmNFNQE07hbpMlH-0S32T9hK1pn2nAhHlRzwk5X4ikWj796l-rJO4iMJxV-lGzodVPn54Fk4zJqx9QkHQKnNIFayFtwq8Ci8pFYitu5hLHChLWcwsuJCgVEu7nj/s1600/Evolution.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjoCI-7TCzxjIdj-fJ2vAmNFNQE07hbpMlH-0S32T9hK1pn2nAhHlRzwk5X4ikWj796l-rJO4iMJxV-lGzodVPn54Fk4zJqx9QkHQKnNIFayFtwq8Ci8pFYitu5hLHChLWcwsuJCgVEu7nj/s640/Evolution.JPG" width="427" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 3. Evolution of Man (Note: Not sexist, just couldn't find equivalent cartoons with women in too)</td></tr>
</tbody></table>
<div style="text-align: left;">
If progress really was tied to evolution one would perhaps have expected a result more like this:</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhptDC-yTrdHn_iF5mAq-Zc3J7Fh3LL9ywlJlq7HWI4xFklvyFvDRoogVD0F4aHVAAC1BeKOEAaNo3ov-FpTqB69oThwtJfn_ivUQaIarK79na4d1EgE3ZesxbiPan2B3e7k1ILvv7Plmf3/s1600/meaningfulLife.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="185" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhptDC-yTrdHn_iF5mAq-Zc3J7Fh3LL9ywlJlq7HWI4xFklvyFvDRoogVD0F4aHVAAC1BeKOEAaNo3ov-FpTqB69oThwtJfn_ivUQaIarK79na4d1EgE3ZesxbiPan2B3e7k1ILvv7Plmf3/s400/meaningfulLife.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 4. An Evolutionary Fantasy (sorry still sexist)</td></tr>
</tbody></table>
<div style="text-align: left;">
<div style="text-align: justify;">
The cartoons of Figures 2 & 3 represent canonical icons--i.e. iconic depictions of an unconscious belief-set (in this case, a false belief-set) embedded in the psyche of Western culture. Interestingly, as highlighted by the side notes in the captions, these canonical icons are also linking males to evolution and progress. Figure 5 is the only one found which did include a female. How do you react to this image? Is it a cynical dig at the male concept of evolution and progress? Or, is it just using sexual imagery to promote something?</div>
</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhotoOPevAEOwYMGtW6CVFm2UiQjYV67egSVCwwCTha4D3pcPbeP3R-F0tXTh1r-cXZRVJTVo_c2fRTHz3Mh_a0uTIalTz4f2jT1Lg2qJtrS7a_YxDjSXMF6obaaXX61WpvdU8yjNVd4vOE/s1600/Evolution.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhotoOPevAEOwYMGtW6CVFm2UiQjYV67egSVCwwCTha4D3pcPbeP3R-F0tXTh1r-cXZRVJTVo_c2fRTHz3Mh_a0uTIalTz4f2jT1Lg2qJtrS7a_YxDjSXMF6obaaXX61WpvdU8yjNVd4vOE/s400/Evolution.PNG" width="500" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 5. What's the Canonical Message?</td></tr>
</tbody></table>
<div style="text-align: left;">
<div style="text-align: justify;">
In summary, there's no link between evolution and progress. In fact, letting this false belief guide our collective behaviour is a form of "cop-out": we don't have to think, put the brain in neutral and let random selection create a better world for us--"Sorry. It ain't gonna happen!"</div>
</div>
<div style="text-align: left;">
<b><span class="Apple-style-span" style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><br />
</span></b> <b><span class="Apple-style-span" style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Levels of Consciousness Cannot be tied to Values Development</span></b></div>
<div style="text-align: left;">
<div style="text-align: justify;">
What is consciousness? For starters, consciousness is not like an on-off switch where we are either conscious or unconscious. It's more like a dimmer switch, where it can go through a continuum from were you are totally disconnected from the world (asleep or in a coma) to the other end where you are totally pre-occupied with some worldly issue be it operating one someone's brain, repairing a car motor, writing a song, solving the problems of the world with a colleague, landscaping the garden...(Greenfield, 2000)</div>
</div>
<div style="text-align: left;">
<div style="text-align: justify;">
Latest neuroscience (Geddes, 2011) has identified that consciousness is correlated with the <i>synchronisation</i> process of brain activities. The more our brain is involved in <i>connecting all the dots</i>, the more conscious we are. When we are most conscious, paradoxically, we disconnect from the world around us (our senses are effectively "turned off") and we lose track of time--we are in a state Czikszentmihalyi (1992) describes as <i>flow...</i></div>
<i><br />
</i></div>
<div style="text-align: center;">
<iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/I_u-Eh3h7Mo?rel=0" width="560"></iframe></div>
<div style="text-align: left;">
<br />
Figure 6 is a simplified version of the diagram Czikszentmihalyi uses in his video.</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcaipv9fPyluDz313aEMI-4wKuF6xvfMuvr4aEmPL0Cqr1lWfZv5R2uVKkS6RJVky22nmlH7214jKP8L4BXwuVV6-h87PRJFHKE9nwNOoSRWNKlwh2z5yfQeCYxJXRvc42GjHlh42axfGP/s1600/ComplexityAndPG.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="290" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcaipv9fPyluDz313aEMI-4wKuF6xvfMuvr4aEmPL0Cqr1lWfZv5R2uVKkS6RJVky22nmlH7214jKP8L4BXwuVV6-h87PRJFHKE9nwNOoSRWNKlwh2z5yfQeCYxJXRvc42GjHlh42axfGP/s400/ComplexityAndPG.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Figure 6. Commensurate Increases in Challenge & Skills Creates Flow Experiences </td></tr>
</tbody></table>
The <i>animate </i>below provides an expanded explanation of flow...<br />
<div>
<br />
<div style="text-align: center;">
<iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/69_RflAAuHE?rel=0" width="560"></iframe><br /></div>
<div style="text-align: left;">
<div style="text-align: justify;">
<br />
Raised consciousness (flow experience) is linked to skills development. The link with values stems from the fact that <i>we are only ever self-motivated to take on challenge and skills associated with activities which match our values</i>.<br />
<br />
<b><span style="font-size: large;">S</span></b>o the term evolved person is rather meaningless because there's no link between evolution and progress or development. So lets re-frame the question to, "How do I use my values to guide my personal development." Answer:</div>
</div>
<ol>
<li>Know and live your own values ("If you are not living your values, whose values are you living?)</li>
<li>Continually seek to increase your skills in living your values using the model given in Figure 6 and explained further in the <i>animate</i>.</li>
<li>Because we are part of nature, we cannot live our values any way we want, so live your values in consideration of other life on this planet.</li>
</ol>
<div style="text-align: center;">
Put simply, <b><i>personal growth is synonymous with values-based skills development.</i></b></div>
<div>
<br /></div>
<div>
<a href="http://minessence.blogspot.com/p/complexity-path-to-fitness.html" style="text-align: justify;" target="_blank">Click here</a><span style="text-align: justify;"> for a case study where this approach is applied to living the value </span><i style="text-align: justify;">health/well-being.</i></div>
</div>
Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com3tag:blogger.com,1999:blog-281981346470598325.post-74945052023114173252011-12-07T09:46:00.009+10:002021-06-20T08:18:59.350+10:00What's the Difference Between Values, Ethics & Principles?<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhz_ZntTeQLc2cWLQSNH6RSZSV-DgrsNfTMtUdqX9-TgaZbPMvqJVyV4KxBHcJrpwWS03BKEoFFZZIn4qWp0pJ7CgMr0mco4Fecb9z-ldxU4byidGIvR4BnRGsLayk62nRcvrTIY9v5Q587/s1600/V-B-E-P-C-k.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="258" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhz_ZntTeQLc2cWLQSNH6RSZSV-DgrsNfTMtUdqX9-TgaZbPMvqJVyV4KxBHcJrpwWS03BKEoFFZZIn4qWp0pJ7CgMr0mco4Fecb9z-ldxU4byidGIvR4BnRGsLayk62nRcvrTIY9v5Q587/s400/V-B-E-P-C-k.png" width="400" /></a></div>
<div style="text-align: left;">
The short answer: "Values
motivate, ethics and morals necessarily constrain (because we live in a society, we cannot live our values any way we
want)."</div>
<div style="text-align: left;">
Values describe what is important in a person's life, while ethics and morals prescribe what is or is
not considered appropriate behaviour in living one's life. Principles inform our choice of desirable
behavioural constraints (morals, ethics, rules, laws, etc.).</div>
<div style="text-align: left;">
"Generally speaking, value refers to the relative worth of a quality or object. Value is what makes
something desirable or undesirable" (Shockley-Zalabak 1999, p. 425). Through applying our personal
values (usually unconsciously) as benchmarks, we continually make subjective judgments about a whole
manner of things:
</div>
<blockquote>
<div style="text-align: justify;">
<span class="Apple-style-span" face="Arial, Helvetica, sans-serif">...we are more likely to make choices that support our value systems than choices that will not.
Let us say that financial security is a strong value for an individual. When faced with a choice of
jobs, chances are the individual will carefully examine each organisation for potential financial
and job security. The job applicant who values financial security may well take a lower salary
offer with a well established company over a higher-paying offer from a new, high risk venture.
Another job seeker with different values, possibly adventure and excitement, might choose the
newer company simply for the potential risk and uncertain future.</span></div>
</blockquote>
<blockquote>
<div style="text-align: justify;">
<span class="Apple-style-span" face="Arial, Helvetica, sans-serif">Values, therefore, become part of complex attitude sets that influence our behaviour and the
behaviour of all those with whom we interact. What we value guides not only our personal
choices but also our perceptions of the worth of others. We are more likely, for example, to
evaluate highly someone who holds the same hard-work value we do than someone who finds
work distasteful, with personal gratification a more important value. We may also call the person
lazy and worthless, a negative value label.</span></div>
</blockquote>
<div style="text-align: left;">
What then of ethics? Ethics are the standards by which behaviours are evaluated for their morality - their
rightness or wrongness. Imagine a person who has a strong value of achievement and success. Knowing
only that this value is important to them gives us a general expectation of their behaviour, i.e. we would
expect them to be goal oriented, gaining the skills necessary to get what they want, etc. However, we
cannot know whether they will lie or cheat to get what they want or "do an honest day's work each day".
The latter dimension is a matter of ethics and morality. Take another example, a person has a high priority
value or research/knowledge/insight. They have have a career in medical research. In fact, knowing their
value priority we would expect them to have a career in some form of research, however, we do not know
from their value priority how they are likely to undergo their research. Will the person conduct
experiments on animals, or would they abhor such approaches? Again, the latter is a matter of ethical
stance and morality. Johannesen (cited Shockley-Zalabak 1999, p. 437) gives further examples which help
distinguish between values and ethics:
</div>
<blockquote>
<div style="text-align: justify;">
<span class="Apple-style-span" face="Arial, Helvetica, sans-serif">Concepts such as material success, individualism, efficiency, thrift, freedom, courage, hard work,
prudence, competition, patriotism, compromise, and punctuality all are value standards that have
varying degrees of potency in contemporary American culture. But we probably would not view
them primarily as ethical standards of right and wrong. Ethical judgments focus more precisely
on degrees of rightness and wrongness in human behaviour. In condemning someone for being
inefficient, conformist, extravagant, lazy, or late, we probably would not also claim they are
unethical. However, standards such as honesty, truthfulness, fairness, and humaneness usually
are used in making ethical judgments of rightness and wrongness in human behaviour.
</span></div>
</blockquote>
<div style="text-align: left;">
To summarise then, <i>values are our measures of importance, whereas ethics represent our judgments about
right and wrong.</i> The close relationship between importance and right and wrong is a powerful influence
on our behaviour and how we evaluate the behaviour of others.
</div>
<blockquote>
<b><i>Q. How does one go about choosing what ethics, morals, rules, laws, etc. are 'right'?</i></b></blockquote>
<blockquote>
<b><i>A. By basing them on appropriate principles.</i></b></blockquote>
<div>
<b>The Principle Centric Approach to Behavioural Choices</b>
</div>
<div style="text-align: left;">
<i>Principle</i> is defined in Nuttall's <i>Concise Standard Dictionary of the English Language </i>as, "Principle. <i>n </i>the
source or origin of anything; a general truth or law comprehending many subordinate ones; tenet or
doctrine; a settled law or rule of action; <i>v.t.</i> to impress with any tenet; to establish firmly in the mind." </div>
<div style="text-align: left;">
In this Millennium, perhaps more than ever before, We need to reformulate a set of principles to guide us.
There are two main benefits of taking a principle centric approach to guide all human action: (1) knowing
a set of principles concerning 'the nature of things' enables us to make informed choices and judgments as
we would know, with a high degree of certainty, the likely outcomes of our actions, (2) knowing even a
few principles helps us avoid information overload. On the latter point, Birch (1999, p. 44) says:
</div>
<blockquote>
<div style="text-align: justify;">
<span class="Apple-style-span" face="Arial, Helvetica, sans-serif">One way in which drowning in information is overcome is by the discovery of principles and
theories that tie up a lot of information previously untied. Prior to Charles Darwin biology was a
mass of unrelated facts about nature. Darwin tied them together in a mere three principles of
evolution: random genetic variation, struggle for existence and natural selection. So we do not
need to teach every detail that was taught to nineteenth century students. A mere example is
necessary to illustrate the universal principles.
</span></div>
</blockquote>
Before you raise your voice to protest, "What do scientific principles have to do with informing what
constitutes ethical and moral human behaviour?" Stop for a moment and ponder the what has been
institutionalised into Western society, all in the name of extolling the virtue of progress through
unencumbered evolution--guided by the principles made evident by Charles Darwin: we push for free
trade with level playing fields, argue that cloning interferes with natural selection, push for de-regulation
so that competition prevails and only the fit organisations should survive, etc., etc.<br />
But what if we've got Darwin wrong? What if the principles instead were: survival of those who cooperate
for the greater good, selection guided by a moral sense, etc. We would have a completely different society
from that which we have today. <b><i>Internalising the principles we believe explain the nature-of-things is
perhaps the single most powerful factor shaping society.</i></b> It is vital that we maintain a continual dialogue
around principles to ensure those we internalise and institutionalise are up-to-date and are our current best
shot at the truth. We must work hard to expose those who willingly spread misinformation for their own
personal gain--our future depends on it.<br />
<br />
<div style="text-align: center;">
<b><i>We are entitled to our own opinions. We are not entitled to our own facts. </i></b></div>
<br />
Some examples of principles are:<br />
<ul>
<li>People become more trusting the more they perceive they are being trusted. </li>
<li>The wealth of countries is directly related to the level of trust within the country. </li>
<li>The greater the trust
level, the greater the wealth. </li>
<li>People reject inequality, even if it means walking away empty-handed. </li>
<li>Our brain is dichotomous which leads to the fact that many of people's "weaknesses" are a natural
consequence of their strengths--rather than try and "fix" these weaknesses, celebrate them.</li>
</ul>
<hr /><div style="text-align: center;"><b><span style="font-size: medium;">Google SlideShow</span></b></div><hr />
<iframe allowfullscreen="true" frameborder="0" height="356" mozallowfullscreen="true" src="https://docs.google.com/presentation/d/e/2PACX-1vTLv7smJC3tELXjr6ltT4hgLplp6LPYNNnUS-VMzdhFW_Y4q6P56f0bD1izttFdJpjQI-ybOkxd7Tqy/embed?start=false&loop=false&delayms=3000" webkitallowfullscreen="true" width="570"></iframe>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com4tag:blogger.com,1999:blog-281981346470598325.post-68524286005592295032011-11-30T07:20:00.004+10:002023-03-17T15:02:59.077+10:00Nothing Will Ever Change Until There's a Change of Worldview<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiB3YiEcPlyLWFOF9-9X69vGemGUGah_jUV_9Jy-wPvkYxit_sWd7EC7tZ2qfD-8Iv2Rhct33dSYPmMxnASS-ku0ptEOt3BUkLmTeyCmxb_u1J9A7dUIbBxBe_op4aBZ5ywgWESr8XMXaAM/s1600/151030_227431694055896_1072362533_n.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="720" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiB3YiEcPlyLWFOF9-9X69vGemGUGah_jUV_9Jy-wPvkYxit_sWd7EC7tZ2qfD-8Iv2Rhct33dSYPmMxnASS-ku0ptEOt3BUkLmTeyCmxb_u1J9A7dUIbBxBe_op4aBZ5ywgWESr8XMXaAM/s400/151030_227431694055896_1072362533_n.jpg" width="400" /></a></div>
<br />
Or, as Pirsig says....<br />
<blockquote class="tr_bq" style="text-align: justify;">
...to tear down a factory or to revolt against a government or to avoid repair of a motor cycle because it is a system is to attack the effects rather than the causes; and as long as the attack is upon its effects only, no change is possible. The true system, the real system, is our present construction of systematic thought itself, rationality itself, and if a factory is torn down but the rationality which produced it left standing, then that rationality will simply produce another factory. If a revolution destroys a systematic government, but the systemic patterns of thought that produced that government are left intact, then those patterns will repeat themselves in the succeeding government. There is so much talk about the system and so little understanding. [Emphasis added] (<a href="https://www.mvf-knowledge-base.com/p/bibliography.html">Robert Pirsig, 1974, p. 94</a>)</blockquote>
<div style="text-align: justify;">
For change to occur, people need to make different choices in familiar situations. Since values lie behind all our choices, this means people need to undergo a values shift. For a values shift to occur, people's world-view must change. The diagram below shows the main things which shape a person's world-view:</div>
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Two of the most powerful influencers of worldview are emotion and the media: </div>
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<b><i>Emotion</i></b><br />
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The fastest way of shifting people's world-view is through deliberately provoking a "significant emotive event"--brain washing techniques are an extreme example of this. If you think people would never resort to these techniques, think again! The question we must ask is, are techniques which deliberately provoke "significant emotive events", ethical?<br />
The debate around this issue could rage on for years, however, the debate can be completely side stepped. How? Well it turns out that, though creating significant emotive events is a very effective way of modifying a person's world-view, those provoking the event have no control whatsoever over how the person's world-view will change. If you cannot control the outcome, then what's the point of employing the technique?<br />
How can one be so sure that you cannot control the outcome? It's a basic principle of chaos theory. When you provoke a significant emotive event in a person's life, you create a bifurcation in their meaning-system (i.e. the way they'd made sense of the world until that point in time is broken down--bifurcated!). The brain's system of making sense of the world--it's meaning system--is as about as complex as system as you can get --in fact it might very well be the most complex system in the universe. Chaos theory tells us that when a bifurcation occurs in any complex non-linear system (not just the most complex in the universe) no one can predict the outcome.</div>
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So this means, if you deliberately provoke a significant emotive event in a person's life in order to impact on their world-view, you have no control over, nor any way of predicting, what new world-view they will have after the event--how useless then is this as a technique make any change?</div>
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<i><b>The Media</b></i></div>
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The USA video below gives an of of how our Hegemonic society utilizes the media as a tool to dictate gender expression. This sets into motion the subordination of women in our society and that value that they hold as individuals politically and socially. It is a perfect example of how media shapes our worldview and hence our values. </div></div><blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px;"><div style="text-align: left;"><div style="text-align: justify;">Note...</div></div></blockquote><blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px; text-align: left;"><ol style="text-align: left;"><li><span style="text-align: justify;">Please don't be put off by the warning below or your initial reaction as the video starts--as the video progresses you will see the case they are making for change is powerful. </span></li><li>To watch the video click on <u>Watch on YouTube</u> below. </li></ol></blockquote><div style="text-align: left;">
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<b><i>"We can't be what we can't see."</i></b><br />
<b><i>Worldview is everything. It shapes our values.<br />
Then, our values determine our choices in life.</i></b></blockquote>
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<b><span face=""arial" , "helvetica" , sans-serif" style="font-size: large;">In influencing people's worldview, what works best?</span></b></div>
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What works as both an effective and an ethical means of world-view modification, is the use of a combination of dialogue, experiential learning, and structural change. <i>The key to change is firstly gaining real rapport with people. </i>For genuine rapport to exist, people must <i>really know</i> that you are able to see the world through their eyes and thus really understand why their values are important to them.</div>
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<b><i>Change = Rapport + Information</i></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1S8leG7HZgJNip0mW7ShQ2sJVUNCI_FAnbNz8SmVxdwr7az_Sty4MmAtg1ALocRXTl6eq2dpvfF66vlPrSi3HjikesT0OtE8H7W50sGm_kEq_bREkHh1mrVgFjhwhj9BXB_7BOYmyVBpu/s1600/407268_147811798667841_100003170644620_195835_1563086965_n.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1S8leG7HZgJNip0mW7ShQ2sJVUNCI_FAnbNz8SmVxdwr7az_Sty4MmAtg1ALocRXTl6eq2dpvfF66vlPrSi3HjikesT0OtE8H7W50sGm_kEq_bREkHh1mrVgFjhwhj9BXB_7BOYmyVBpu/s400/407268_147811798667841_100003170644620_195835_1563086965_n.jpg" width="355" /></a></div>
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Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-78030882656972900292011-11-29T09:00:00.006+10:002022-05-24T15:26:54.987+10:00What's the Link Between Values & Skills?<blockquote class="tr_bq" style="text-align: justify;"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">I shall lead you into some territories you’ll find hard to swallow. One of these is the acceptance of one’s “weaknesses” and the idea that weakness is the inevitable counterpart of strength. This is a view that is alien to our scientific-industrial society, which admits only to perfection. If you have weaknesses, the traditional view is to send you to school to correct them. As a consequence, engineers are berated because they write poorly, artists shamed because they are disorderly, and administrators accused of lacking imagination. All this is unfortunate and blind to human nature. The qualities criticised are innate, a consequence of the dichotomous organisation of the mind. </span><i>Walter Lowen</i></blockquote><div style="text-align: justify;">The level of motivation or the degree of stress you experience is directly related to your ability to "live" your priority values. When you are unable to live your priority values it is because you lack either the skills, support systems, or both. Skills fall into four basic categories: </div><ul><li><b>Instrumental </b>- tools/hands </li>
<li><b>Interpersonal </b>- communications </li>
<li><b>Imaginal </b>- creative </li>
<li><b>System </b>- making connections/seeing the bigger picture </li>
</ul>To live a value effectively requires skills in one or more of these categories. Support systems also fall into four categories:<br />
<div style="text-align: justify;"></div><ul><li><b>Peer </b>- people outside your workplace engaged in similar work to yourself, with whom you can share regularly. </li>
<li><b>Work</b> - people in your workplace who give you sustained positive support and you do likewise with them. </li>
<li><b>Intimacy </b>- someone to mutually share with at depth on a regular basis. </li>
<li><b>Resource</b> - access, as required, to the appropriate mix of skills, abilities and other resources. </li>
</ul><div style="text-align: justify;"><div style="text-align: justify;">It is not a good idea to get peer, work and intimacy support from the same person or group of people. Keep these three support systems separate from each other.<br />
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</div><div style="text-align: justify;"><b>Note:</b> Many values will require one or more of the support systems to be in place in order that you can give full expression to those values in your life.<br />
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</div></div><div style="text-align: justify;">Through categorising the skills needed to live each of the 128 values, it's possible to produce a chart from your priority values: </div><table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRptP47LJvZe6XEjzSObufVKAlY0CJXytVS2Ggy_AP-EI8Q4JJoyK09x3TthRZgghpwcAayK236XpP7I7kbn8G5B-plTt8HmAM4WQrlMrmX48S8DwVKa2Hyk524I8TQSEHukKZZ5EEIECc/s1600/SkillsProfile.PNG" style="margin-left: auto; margin-right: auto;"><img border="0" height="294" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRptP47LJvZe6XEjzSObufVKAlY0CJXytVS2Ggy_AP-EI8Q4JJoyK09x3TthRZgghpwcAayK236XpP7I7kbn8G5B-plTt8HmAM4WQrlMrmX48S8DwVKa2Hyk524I8TQSEHukKZZ5EEIECc/s320/SkillsProfile.PNG" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Figure 1.</b> Skills Needs--Determined from Priority Values</td></tr>
</tbody></table><div style="text-align: justify;"><p>The person, from whose values the above chart was derived, will need mainly interpersonal and system skills to effectively live their priority values.</p>
</div><p style="text-align: justify;">In the Minessence Values Framework [MVF], growth is more about how you live your values, rather than about living a preferred (according to whom?) set of values. In the MVF, skills, along with challenge, play a very important role in personal growth and development for growth is defined as continually increasing one's level of sophistication (complexity of skill) in living one's values. </p><div style="text-align: justify;"> <b><span class="Apple-style-span" style="font-size: large;">Skills & Complexity</span></b></div><div style="text-align: justify;"><blockquote class="tr_bq"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">A complex world is what we are familiar with. Complexity is normal. It is something we have grown to respect. We stand in awe of nature’s complexity, from the function of the human body to the incomprehensible marvels of microscopic particles. This reverence for complexity has led us to develop our own complex machinery and intricate social support structures. We fail when we confuse “complexity” with “complication”. To messy minds, complicated things are much easier to construct than complex orderly structures. [</span>Nader 1999, pp. 331-332]</blockquote></div><div style="text-align: justify;">It seems that we have been genetically programmed over the past million or so years to seek happiness. It turns out this is no accident, it is necessary for our ongoing survival as a species. The upshot of this genetic programming is that, through our endeavours to do things so we feel good, we each become more and more sophisticated (more complex) beings.<br />
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</div><div style="text-align: justify;">Complexity may be the answer to the age old question, “What is the meaning of life?” the answer being, “To decrease entropy—i.e. increase complexity—in the universe.” The arrow of progress and growth points in the direction increased complexity. It is not surprising, then, that we are genetically programmed to only be happy when we engage in activities that lead to increased complexity. </div><p style="text-align: justify;">Csikszentmihalyi (1998, pp. 74-75) describes activities that lead to happiness as flow activities. He believes there is a strong link between flow experiences and the increased complexity of consciousness:</p><div style="text-align: justify;"><blockquote class="tr_bq"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">In our studies, we found that every flow activity, whether it involved competition, chance, or any other dimension of experience, had this in common: it provided a sense of self discovery, a creative feeling of transporting the person to higher levels of performance, and led to previously undreamed-of states of consciousness. In short, it transformed the self by making it more complex. In this growth of self lies the key to flow activities.</span></blockquote></div><blockquote class="tr_bq" style="text-align: justify;"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">A simple diagram might help explain why this should be the case. Let us assume that Figure 24 represents a specific activity—for example, the game of tennis. The two theoretically most important dimensions of the experience, challenges and skills, are the diagram's axes. The letter A represents Alex, a boy who is learning to play tennis. The diagram shows Alex at four different points in time. When he first starts playing (A), Alex has practically no skills, and the only challenge he faces is hitting the ball over the net. This is not a very difficult feat, but Alex is likely to enjoy it because the difficulty is just right for his rudimentary skills. So at this point he will probably be in flow. But he cannot stay there long. After a while, if he keeps practising, his skills are bound to improve, and then he will grow bored just batting the ball over the net (B). Or it might happen that he meets a more practised opponent, in which case he will realize that there are much harder challenges for him than just lobbing the ball—at that point, he will feel some anxiety (C) concerning his poor performance.</span></blockquote><blockquote class="tr_bq" style="text-align: justify;"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">Neither boredom nor anxiety are positive experiences, Alex will be motivated to return to the flow state. How is he to do it? Glancing again at the diagram, we see that if he is bored (B) and wishes to be in flow again, Alex has essentially only one choice: to increase the challenges he is facing. (He also has a second choice, which is to give up tennis altogether—in which case A would simply disappear from the diagram.) By setting himself a new and more difficult goal that matches his skills—for instance, to beat an opponent just a little more advanced than he is—Alex would be back in flow (D). </span></blockquote><blockquote class="tr_bq" style="text-align: justify;"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">If Alex is anxious (C), the way back to flow requires that he he could also reduce the challenges he is facing, and thus return to flow where he started (in A), but in practice it is difficult to ignore challenges once one is aware they exist. </span></blockquote><blockquote class="tr_bq" style="text-align: justify;"><span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif">The diagram [Figure 2] shows that both A and D represent situations in which Alex is in flow. Although each are equally enjoyable, the two states are quite different in that D is a more complex experience than A. It is more complex because it involves greater challenges, and demands greater skills from the player. </span></blockquote><table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbJZsRR5MjGUWODzUWmSOaCnGxse8FkcxlMkEZtYg4l5qH1-SX-yHw1bhxuFPH2jfKrkf0XcAoUIrtLmaGRI2Hwv9J1aCHvdLaYXK3a0n8W2war0zXLt5FTnWhLu47SNgJSabKEDwtI7Yb/s1600/ComplexityAndPG.PNG" style="margin-left: auto; margin-right: auto;"><img border="0" height="290" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbJZsRR5MjGUWODzUWmSOaCnGxse8FkcxlMkEZtYg4l5qH1-SX-yHw1bhxuFPH2jfKrkf0XcAoUIrtLmaGRI2Hwv9J1aCHvdLaYXK3a0n8W2war0zXLt5FTnWhLu47SNgJSabKEDwtI7Yb/s400/ComplexityAndPG.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Figure 2. </b>Increased Complexity = Personal Growth</td></tr>
</tbody></table><blockquote class="tr_bq" style="text-align: justify;">But D, although complex and enjoyable, does not represent a stable situation, either. As Alex keeps playing, either he will become bored by the stale opportunities he finds at that level, or he will become anxious and frustrated by his relatively low ability. So the motivation to enjoy himself again will push him to get back in the flow channel, but now at a level of complexity even higher than D. </blockquote><blockquote class="tr_bq" style="text-align: justify;">It is this dynamic feature that explains why flow activities lead to growth and discovery. One cannot enjoy doing the same thing at the same level for long. We grow either bored or frustrated; and then the desire to enjoy ourselves again pushes us to stretch our skills, or to discover new opportunities for using them.</blockquote><div style="text-align: justify;">In the video below, Csikszentmihalyi gives a more comprehensive explanation of this process.</div><div style="text-align: center;">
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<hr /><div style="text-align: justify;">Tying this all together. The person depicted in Figure 1, to live a happy, meaningful, fulfilling life, must take on ever more challenge in relation to interpersonal and system skills, with a commensurate increase in interpersonal and system skill levels.</div><hr /><div style="text-align: justify;"><span class="Apple-style-span" style="font-size: large;"><b> </b></span></div>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-22707029921093712752011-11-25T06:01:00.003+10:002023-03-19T14:37:03.350+10:00Why Value Descriptors in lieu of Definitions?<div>
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<li style="text-align: left;"><b>Definition</b>--a concise explanation of the meaning of a word or phrase or symbol.</li>
<li style="text-align: left;"><b>Descriptor</b>--the phonological or orthographic sound or appearance of a word that can be used to describe or identify something.</li>
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<tr><td class="tr-caption" style="font-family: "Trebuchet MS", sans-serif; font-size: 10pt; font-weight: bold; text-align: center;">Example Use of Descriptor for Paint</td></tr>
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The saying, "The Tao expressed is not the Tao," gives a clue to a basic problem with definitions. The very process of writing a definition of anything detracts from the true nature of the entity one is attempting to define. The reality is simply that definitions would be impractical to use if they even came close in their attempt to describe anything comprehensively.<br />
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A descriptor seeks only to provide sufficient information about an entity so it can easily be identified when compared to other entities.<br />
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An alternate definition of descriptor is: "a piece of stored information that is used to identify an item in an information storage and retrieval system."</div>
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So when a descriptor is used with human values: "A value descriptor is a piece of information used to identify a particular value."<br />
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<span class="Apple-style-span" face=""arial" , "helvetica" , sans-serif" style="font-size: large;">Efficacy</span></div>
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When formulating each value descriptor, the Key Affiliate team used a set of criteria to evaluate the efficacy (capacity or power to produce a desired effect) of each.</div>
To create efficaciousness value descriptors one must:<br />
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<li style="text-align: justify;">Identify values which have like roles and work with the identified set of values. (For example, control/order/discipline, law/duty, law/guide, accountability/ethics, etc. all have an ordering role within their respective world-view -- each world-view has different beliefs about how the ordering should be effected, therefore, each world-view has a different value giving expression to the beliefs.) In working with the new descriptors for a set of values, we must ensure the role for each value within its world-view is maintained, and each descriptor clearly distinguishes each value in the set from the others. </li>
<li style="text-align: justify;">Keep the value label and its descriptor simple using more common-usage words. For example, Collaboration/ Subsidiarity could become Collaboration/ Delegation. </li>
<li>Use word senses which are the most common interpretation of the word. </li>
<li style="text-align: justify;">Ensure the descriptor of a value makes it simple to distinguish it from other values, particularly from other values which have labels of like-senses such as, for example: Cooperation/Complementarity, Collaboration/Subsidiarity, and Interdependence. </li>
<li>Not use other value labels within the descriptor. </li>
<li style="text-align: justify;">Not provide examples of how the value may be lived -- this narrows the descriptor and could bias its meaning. </li>
<li style="text-align: justify;">Ensure it facilitates the process of people working through the VAK questions to identify how they are living the value in their life.</li>
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<span style="text-align: justify;">Thus the criteria for evaluating the efficacy of a value descriptor become:</span><br />
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<li style="text-align: justify;">Is it simple? </li>
<li style="text-align: justify;">Is it constructed from common-usage words? </li>
<li style="text-align: justify;">Does it use words such that their most common meaning-sense is the sense intended? </li>
<li style="text-align: justify;">Does it faithfully describe its role in the world-view to which it belongs as a focus value - i.e. is it congruent with the beliefs of its worldview? </li>
<li style="text-align: justify;">Is it sufficiently different from other values whose labels have like-senses? </li>
<li style="text-align: justify;">Is it free of other value labels? </li>
<li style="text-align: justify;">Is it free of examples of how to live the value? </li>
<li style="text-align: justify;">Is it easily used with the VAK questions? </li>
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In IT jargon, a descriptor which meets a set of desired criteria, is be said to be well formed<span class="Apple-style-span" style="font-family: "arial";">.</span></div>
Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-29360751353406588802011-11-24T09:30:00.000+10:002011-11-28T14:09:51.421+10:00I am wondering why people would find some of their chosen values draining?<div style="text-align: justify;">
The way you prioritise your values significantly influences your energy levels. Certain values can be energising, others can be energy draining, and some values will do little for your energy levels. Thus, in terms of our energy levels, values fall into three categories:</div>
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<li style="text-align: justify;"><b>Energy Giving</b>—Typically, these are the values which energise you. They put you in a “flow state”. Values, such as Intimacy, Sharing/Listening/Trust and Skilful Leisure, are in the energy giving category.</li>
<li style="text-align: justify;"><b>Energy Draining</b>—Typically, these are the values which drain your energy. Values such as Care/Nurture, Endurance/Patience and Duty, when they are your main focus, are likely to drain your energy as they can keep you from paying sufficient attention to your energy giving values.</li>
<li style="text-align: justify;"><b>Energy Neutral</b> —Typically, these are values which have little impact on your energy levels. In most situations, living these values requires little mental attention/energy to remain focused on ‘the task in hand’. Values such as Work, Organized Play, and Communication/Information fall into this category.</li>
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</div>
<div style="text-align: justify;">
Once a person's value priorities are known, a graph can be produced, see below, which identifies the relative percentage of mental energy the person is devoting to these three value categories. If the graph shows that the person scored significantly higher on <i>energy draining values</i> than <i>energy giving values</i>, this likely indicates a stressful lifestyle. In which case, the person may want to review the way they are currently approaching life so as to spend more time engaged in activities that will give their energy levels a boost.</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8btYH0_xoHIKyoIEwNTYPhYXnRCymBiuSTUi5RleCGjp3brFURdVsGnAuagyjeQMPrgcnI159xENi97Zog1w7NtWtrXEVwHj9iMRrL0Wodd8eevTRfRAr077bzGrE2_LRpgQTQN5Qavvy/s1600/Energyprofile.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8btYH0_xoHIKyoIEwNTYPhYXnRCymBiuSTUi5RleCGjp3brFURdVsGnAuagyjeQMPrgcnI159xENi97Zog1w7NtWtrXEVwHj9iMRrL0Wodd8eevTRfRAr077bzGrE2_LRpgQTQN5Qavvy/s320/Energyprofile.PNG" width="258" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span class="Apple-style-span" style="font-family: 'Trebuchet MS', sans-serif; font-size: small;"><b>Energy Profile</b></span></td></tr>
</tbody></table>
One very effective way of living a more energising lifestyle, is to spend at least two hours per week engaging in <a href="http://minessence-ezine.blogspot.com/2011/11/ezine-49-entropy-paradox.html" target="_blank">creative mode activities</a>.Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-43796407173793224162011-11-21T08:00:00.000+10:002018-03-18T08:49:18.397+10:00What is a World-View?<div style="text-align: justify;">
A World-view is your personal model of the world. It comprises your beliefs, your knowledge, and your assumptions about the world.<br />
<br /></div>
<div style="text-align: justify;">
As your world-view changes, you see the world differently, and therefore your responses to situations and circumstances also alter.<br />
<br /></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgax5bgVQWAki9M_3a53US1WV5FlgI4c_J3fqOF10t3EQCxd9Lmf5rUbxoEb5RaZ2__W1XJP5_BBJ6V3F_ecfa1dtmJw4msIfx5o6xgSiF_0fFJgLifAe35sWeA-1lLVVw_e14jfBv5Ko8p/s1600/WorldviewPrison.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="306" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgax5bgVQWAki9M_3a53US1WV5FlgI4c_J3fqOF10t3EQCxd9Lmf5rUbxoEb5RaZ2__W1XJP5_BBJ6V3F_ecfa1dtmJw4msIfx5o6xgSiF_0fFJgLifAe35sWeA-1lLVVw_e14jfBv5Ko8p/s320/WorldviewPrison.png" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">"I have met the jailer and he is I. <br />
We are all trapped by our own world-view." <br />
Paul Chippendale</td></tr>
</tbody></table>
<div style="text-align: center;">
<br /></div>
<hr />
<div style="text-align: right;">
<div style="text-align: center;">
<b><a href="http://www.minessence-group.net/eZine/view.aspx?issue=54" target="_blank">More...</a></b> </div>
</div>
<hr />
Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-82014651073026483562011-11-11T10:00:00.000+10:002011-11-28T14:10:19.685+10:00How Do I Run a "Future Search/Creation Conference"<div style="text-align: center;">
The world is moving from experts solving problems FOR people toward,<br />
everybody, experts included, improving whole systems.</div>
<blockquote>
<div style="text-align: center;">
<div style="text-align: right;">
<i style="text-align: -webkit-auto;"><span style="font-size: x-small;">Marvin Weisbord</span></i></div>
</div>
</blockquote>
<div align="justify">
<span class="Apple-style-span" style="font-family: inherit;">In his book, <i>Discovering Common Ground</i>, Marvin Weisbord described himself as an entrepreneur and author. From
1969 to 1991, he worked as a consultant to business, education,
government, medical, non-profit and voluntary organisations in North
America and Scandinavia. In 1991 he started Workplace Revolution, a
non-profit programme to help people apply the consensus-building ideas
embodied in <i>Discovering Common Ground</i>. Other enterprises in
which he was involved included: being a partner in Block Petrella Weisbord,
a firm established to help people restructure their work; and a partner of
Blue Sky Productions, a video company documenting innovations in
self-management around the world.</span></div>
Weisbord (1991, p. xiii) describes his personal mission in life as:<br />
<blockquote>
<div style="text-align: justify;">
<blockquote class="tr_bq">
<span class="Apple-style-span" style="font-family: inherit;">...I have a personal mission. There is a growing world-wide interest
in improving the quality of life, at home and at work. I believe that
represents common ground for every person living. I would like [<i>Discovering Common
Ground</i>] to serve as a catalyst for an informal global support
network of people exploring and extending the use of [Future Creation Conferences]. We have a unique opportunity to learn from
each other and to amplify one another's processes.<br />...I hope to encourage concerned leaders
everywhere to experiment with [the Future Creation Conference] format. I believe that this mode
constitutes a learning laboratory for 21st Century strategic management.</span></blockquote>
</div>
</blockquote>
<div style="text-align: justify;">
<span class="Apple-style-span" style="font-family: inherit;">The Minessence Group views itself as part of the envisaged informal global support network - his personal mission is completely congruent with our own vision, i.e. "To create a world where life is meaningful."</span></div>
<span class="Apple-style-span" style="font-size: large;"></span><br />
<div style="text-align: center;">
<span class="Apple-style-span" style="font-size: large;"><b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Basic Structure of the Future Creation Conference</span></b></span></div>
<span class="Apple-style-span" style="font-size: large;">
</span><br />
<div align="justify">
<div style="text-align: justify;">
Future creation conferences are based on learning, not teaching. In
these conferences, learning is not something participants must
"learn" how to do. "They already know how. They just
don't know that they know" (Weisbord 1992, p. 7). For many, future
creation conferences are unlike anything they have ever experienced due to
three intertwined threads:</div>
</div>
<blockquote>
<ol>
<li>
<div align="justify">
<div style="text-align: justify;">
A much broader cross-section of "stake-holders", than
is usual, are invited - a widely diverse group of people who
affect each other but who rarely or never meet.</div>
</div>
</li>
<li>
<div align="justify">
<div style="text-align: justify;">
The participants self-manage tasks of discovery, dialogue,
learning and planning.</div>
</div>
</li>
<li>
<div align="justify">
<div style="text-align: justify;">
Participants explore together the WHOLE system - its history,
ideals, constraints, opportunities, global trends, within and
without, rather than just the parts that are closest to home and
soaking up the most energy.</div>
</div>
</li>
</ol>
</blockquote>
<div style="text-align: justify;">
The most radical aspect of future creation conferences is how conflict is
managed (Weisbord 1992, p. 7):</div>
<blockquote>
<div style="text-align: justify;">
<blockquote class="tr_bq">
<span class="Apple-style-span" style="font-family: inherit;">[During the future creation conference] we will nearly
always find unresolved conflicts and disagreements. We discourage
conferees from "working" their differences. Instead, we create
a figure/ground reversal. We put the dysfunctional "shadow"
dynamics in the background. People don't magically get better than they
were. Rather, they tune in on different aspects of themselves - the more
constructive and cooperative impulses.</span><span class="Apple-style-span" style="font-family: inherit;">Indeed, we neither avoid <i>nor</i> confront the
extremes. Rather, we put our energy into staking out the widest <i>common
ground</i> all can stand on without forcing or comprising. Then, from
that solid base, we spontaneously invent new forms of action, using
processes devised for that purpose.</span><span class="Apple-style-span" style="font-family: inherit;">In short, we seek to hear and appreciate differences,
not reconcile them. We seek to validate polarities, not reduce the
distance between them. We learn to innovate and act from a mutual base
of discovered ideals, world-views, and future goals. Above all, we stick
to business. We make the conference's central task our guiding star.</span></blockquote>
</div>
</blockquote>
<div style="text-align: center;">
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>
Learn Through Doing: Transform Your Organisation into a Learning
Organisation</b></span>
</div>
<div style="text-align: justify;">
The best way to learn about future creation conferences
is to run one. So here are some guidelines for putting one together. The
suggested format is one developed by William Smith (1992, pp. 171-186). Smith's
model is specifically designed to promote a horizontal
flow of power in organisations in place of the usual vertical flow of
power. Having a horizontal flow of power, rather than a vertical flow, is
an essential requirement of the culture of any organisation desiring to
be an effective <i>learning organisation</i>.</div>
<div style="text-align: justify;">
The diagram below (Smith 1992, p. 176), depicts the vertical flow of
power prevalent in most organisations:</div>
<div align="center">
<img align="middle" border="0" height="396" src="http://www.minessence.net/images/vert_power.jpg" width="550" /></div>
One typically finds the following divisions of power in large
corporations:<br />
<ul>
<li>
<div align="justify">
At the top, the "<b>institutional</b>" level, the
appreciated environment is dealt with. They ensure survivability of
the organisation through linking to the needs values by society. Their
main output is <b>policy</b>.</div>
</li>
<li>
<div align="justify">
At the "<b>managerial</b>" level, the most influential
strategy for the implementation of the policy is chosen. The main
outputs are <b>strategy</b> and <b>structure</b>.</div>
</li>
<li>
<div align="justify">
At the "<b>technical</b>" level - traditionally the level
considered to be the most concerned with control - attempts are made
to reduce uncertainty through producing <b>concrete plans</b>, <b>rules</b>
and <b>regulations.</b></div>
</li>
</ul>
<div align="justify">
Smith's future creation conference model is designed to
overcome these power differences, and provide each level a chance to
influence decision-makers. His model accomplishes this by introducing a
horizontal flow of power across the organisation to counterbalance the
vertical flow (see the following diagram):</div>
<div style="text-align: center;">
<img align="middle" border="0" height="402" src="http://www.minessence.net/images/hor_power.jpg" width="550" />
</div>
This <i>future creation conference</i> model is designed to take place over
three days:<br />
<ul>
<li>
<div align="justify">
Day 1 is devoted to <b>understanding realities and possibilities</b>
(appreciative learning). Intended participants asked to gather and
research any information they may feel relevant to the main topic prior
to the first day. They would also be encouraged to pass this
gathered material on to other participants in whatever way they
believe will have the most success in transferring the insights
they've gained
to others. This transference (<b>appreciative learning</b>) continues until
the completion of Day 1. By the end of Day 1, <b>common ground is
identified</b>.</div>
</li>
<li>Day 2 is devoted to <b>selecting and debating priorities</b>.</li>
<li>
<div align="justify">
Day 3, guided by the chosen priorities, sets out an <b>action
plan</b> to ensure the priorities are addressed in an agreed time
line. <i>Action Learning Projects</i> are set up to turn the plans
into action.</div>
</li>
</ul>
<div style="text-align: left;">
The diagram that follows, depicts the creation conference design
described above:</div>
<div style="text-align: center;">
<img align="middle" border="0" height="385" src="http://www.minessence.net/images/fsc_workshop.jpg" width="550" /></div>
<div style="text-align: center;">
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Concluding Comments
</b></span></div>
<div align="justify">
We, at the Minessence Group, are keen to link with others in
transforming the world into one where the well-being of as many people as
possible is enhanced. The mechanistic model of the universe, developed
some centuries ago, still dominates the way we treat each other,
particularly in the workplace. </div>
<div align="justify">
People are not machines, robots, human resources or valuable assets.
What distinguishes people from machines is values. People have values - machines
do not. In order to tap into, and to respect people as human beings, we
must be sensitive to their values and design our relationships, teams,
organisations, society and civilisation to be in tune with these values.</div>
<div align="justify">
We believe Future Creation Conferences will make
valuable contributions to this much needed transformation.</div>
Let's finish with some more wisdom from Marvin Weisbord (1992, pp. 8-9):<br />
<blockquote class="tr_bq">
<div style="text-align: justify;">
APPLIED COMMON SENSE: The equation goes something like THE RIGHT TASK + THE RIGHT PEOPLE + THE RIGHT SETTING = UNPRECEDENTED ACTIONS. That sounds a lot of applied common sense. Why, in most institutions, is it not commonly applied? I have to keep reminding myself that the (probably unconscious) function of old paradigm meetings is not breakthroughs, but control.</div>
<div style="text-align: justify;">
...To implement effectively we need a shared picture of the "whole system" - future vision, values, policies and procedures in a global context. This calls for broad face-to-face joint planning.</div>
<div style="text-align: justify;">
...The outcomes can be quite startling. They range from grass-roots community action to stimulate new businesses and jobs, to revitalising a major company's total quality program, to setting future policy for a national banking system, to making policy for whole nations.</div>
<br />
<div style="text-align: center;">
<b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif; font-size: large;">References</span></b></div>
</blockquote>
<div style="text-align: justify;">
Smith, W. 1992, "Planning for the Electricity Sector in
Columbia", in <i>Discovering Common Ground: How FUTURE SEARCH
CONFERENCES Bring People Together to Achieve Breakthrough Innovation.
Empowerment, Shared Vision</i>, and Collaborative Action, Berrett-Koehler
Publishers, San Francisco, pp. 171-186.</div>
<div style="text-align: justify;">
Weisbord, M. 1992, <i>Discovering Common Ground: How FUTURE SEARCH
CONFERENCES Bring People Together to Achieve Breakthrough Innovation.
Empowerment, Shared Vision</i>, and Collaborative Action, Berrett-Koehler
Publishers, San Francisco. </div>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-90728718780048036252011-10-29T04:35:00.000+10:002012-01-12T07:57:49.150+10:00If I don't have any values in one or more of the clusters does it matter? Is there something wrong?<div style="text-align: justify;">
To take an actual example, the person below on receiving their Values Map asks, "I have no values in the security cluster. Does this mean I am insecure?"</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgNWAyRPsBBI09u-wrT7WUldPXq4vLK-s6verqWO02bKGMba7P-B3DYm31plwMhZQmn3YQpZV5ZKYByjdZ7SJiUcvl-2V3LAiDgmBy6L1t4sI1wP6P9gA5UfAo83KuGHyF4g9Ar9FagxPI_/s1600/NoSecurityExample.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="246" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgNWAyRPsBBI09u-wrT7WUldPXq4vLK-s6verqWO02bKGMba7P-B3DYm31plwMhZQmn3YQpZV5ZKYByjdZ7SJiUcvl-2V3LAiDgmBy6L1t4sI1wP6P9gA5UfAo83KuGHyF4g9Ar9FagxPI_/s400/NoSecurityExample.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span class="Apple-style-span" style="font-family: "Trebuchet MS", sans-serif; font-size: 11pt;"><b>VMAP Example - No Priority Placed on Security Values</b></span></td></tr>
</tbody></table>
<div style="text-align: justify;">
The reverse is true. The Values Map is a chart of value <i>priorities</i>. If you don't place a priority on a particular values such as <i>security</i>, that simply means you don't have the need to. If on the other hand you were feeling very insecure for some reason, then <i>security</i> would be playing on your mind and you would choose <i>security</i> as a priority.
</div>
<div style="text-align: justify;">
Another common question is, "I've looked through all my AVI Reports and there's no <i>self-worth</i>. Does this mean I have no <i>self-worth</i>?" Once again, <i>the reverse is actually true</i>. If <i>self-worth</i> issues were playing on your mind you would choose statements related to it when completing the AVI. When matters of <i>self-worth</i> are <i><b>not</b></i> playing on your mind, you will choose statements related to other values with the result that <i>self-worth,</i> along with many other values, will appear with a priority of <i><b>zero</b></i> on all AVI Reports.
</div>
<div style="text-align: justify;">
This brings out an important aspect of the AVI and its reports. The AVI is designed to elicit priority values from our unconscious. There is a difference between a value being important to us and a value currently being a priority in our life. For example, returning to security. The person who asked the question about their zero score on security probably considered security as something that is very important value in people's lives, it just isn't currently a priority in their life. So it is with all values, we can believe a value to be important in people's lives, however, if it is not currently important in your life it will not show up in your AVI Reports.
</div>
<div style="text-align: justify;">
Many values will be <i>important</i> in your life, only some will be a <i>priority</i>--<b>the AVI is designed to identify those which are currently a <i>priority</i></b>.
</div>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-34113019452643936892011-10-28T11:50:00.000+10:002014-07-17T17:50:36.069+10:00What is Brain-Preference? How does it impact on our Values and Communication Styles?<div style="text-align: justify;">
Unconsciously, the processes people use to make decisions and to communicate with the world around them, are selected so as to reinforce their identity.
A significant part of people's identity is shaped by deep preferences which arise from the way our <i>sensory [S]</i>, <i>feeling [F]</i>, <i>thinking [T]</i> and <i>intuitive [N]</i>
modalities are "wired" in our "firmware". These deep preferences are termed <i>Brain-Preferences</i>.</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvdWS9KU6IGgENcq_NK4cbwKMUQl-UbziGVGMMJ8XA_wF5dXMLJPO1uCEpWL19ZxHl_N_v-WbQ23IBY622KQgBoF80xpLTMnhFyIcoVNOMUyH6P1LtbiTsUhdHmkR1d6DIu_xT91IYkYy5/s1600/LevelsofChoice.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvdWS9KU6IGgENcq_NK4cbwKMUQl-UbziGVGMMJ8XA_wF5dXMLJPO1uCEpWL19ZxHl_N_v-WbQ23IBY622KQgBoF80xpLTMnhFyIcoVNOMUyH6P1LtbiTsUhdHmkR1d6DIu_xT91IYkYy5/s400/LevelsofChoice.JPG" height="298" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span class="Apple-style-span" style="font-family: "Trebuchet MS", sans-serif; font-size: 11pt;"><b>Figure 1.</b><br />Levels of Choice</span></td></tr>
</tbody></table>
<div style="text-align: justify;">
Using a computer metaphor of the brain (Figure 1) there are essentually three levels of flexibility/plasticity. At the base level
is the hardware--the brain we are "stuck" with. This level people, such as William Glasser, argue is the source of our basic needs:
fun, love, freedom and the need to feel in control of our life. These needs are common to all humanity--they are hardwired into us.
</div>
<div style="text-align: justify;">
All computers have essentially the same hardware. The difference between how computers and people operate comes from the "wiring" at the firmware level.
For example, what makes an Apple computer different from a
PC, or an iPhone different to a Nokia is the basic operating system programmed into the firmware--this programming can be changed
but not easily and normally is only changed in minor ways to provide necessary upgrades or to fix issues. Firmware wiring creates basic "personality" differences--an Apple is more intuitive and graphically oriented than is a PC which is
more "left-brained" rational. With people the firmware determines whether a person has a preference for <i>people</i> or <i>things</i> and
whether they have a preference for dealing with <i>concrete</i> or abstract <i>realities</i>.</div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhO6mUgftgvAOI151G556RqRDHDixZBrBoP-YemjwQUO42NHjUEwvHRLgUs9mTwBMgT7gz1lLfspCfgIkcYwNAvrwR0U_KMFwkxwsJMhST22A6z4jswL4vw53f9cpsfg9NzSqgk-UZbpHG6/s1600/BPContinuums.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhO6mUgftgvAOI151G556RqRDHDixZBrBoP-YemjwQUO42NHjUEwvHRLgUs9mTwBMgT7gz1lLfspCfgIkcYwNAvrwR0U_KMFwkxwsJMhST22A6z4jswL4vw53f9cpsfg9NzSqgk-UZbpHG6/s320/BPContinuums.png" height="292" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="font-family: "Trebuchet MS", sans-serif; font-size: 11pt; text-align: center;"><b>Figure 2.</b><br />
The wiring of our <i>Sensate</i>, <i>Feeling</i>, <i>Intuitive </i><br />
and <i>Thinking</i> circuits, results in us having a<br />
preference for relating to <i>People</i> or <i>Things</i><br />
and a preference for dealing with<br />
<i>Concrete</i> or <i>Abstract</i> realities.</td></tr>
</tbody></table>
<div style="text-align: justify;">
At the software level reside applications (APPS). Both PC and Apple computers can run sumilar APPS but the firmware determines
which computer type is best suited for which APP. In people, it's our worldview which resides at the software level. Our firmware
determines how we create this worldview. A person whose firmware predisposes them to talk and listen to people in a detailed
concrete way will obviously create a different view of the world as compared to a person whose firmware predisposes them to
them to dialoguing with the world via "tinkering" with things and formulating abstract models of how things work.
</div>
<div style="text-align: justify;">
Figure 3 has more detail about the nature of a person's preferred mode of dialogue with the world around them depending on their brain-preference.
</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhM9PP2FvNrXIpiS4FxdO37TknTlwJbu_t9wq_LCrHbRPog1dPt6osau-MVTiK8G67N5ZFXAoghhk0MHHRcqFfQLk4wToXerfB9P7rvxsM0hyphenhyphens9QRrEg8ON46oEsKY3zBjqtnO809Hh4aRb/s1600/BPIO.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhM9PP2FvNrXIpiS4FxdO37TknTlwJbu_t9wq_LCrHbRPog1dPt6osau-MVTiK8G67N5ZFXAoghhk0MHHRcqFfQLk4wToXerfB9P7rvxsM0hyphenhyphens9QRrEg8ON46oEsKY3zBjqtnO809Hh4aRb/s400/BPIO.PNG" height="400" width="357" /></a></td></tr>
<tr><td class="tr-caption" style="font-family: "Trebuchet MS", sans-serif; font-size: 11pt; text-align: center;"><b>Figure 3.</b><br />
Modes of dialogue for each<br />
Brain-Preference</td></tr>
</tbody></table>
<div style="text-align: justify;">
<b>There are four main types of brain-preference:
</b></div>
<ul>
<li><div style="text-align: justify;">
<b>Technical Architect</b> [Things-Abstract]. These are people who have a preference for using their hands to "tinker" with or to create things
and who use their intellect to develop models or plans. They rely mostly on understanding the
world through thinking and intellectual analysis. Their style of Decision Making favors rational
analysis. Since they prefer to gather information visually, they communicate best through
illustrations and graphic representations. <br />
Technical Architects seek careers as planners, software
developers, composers, architects, etc. They are more likely to be <b><i>corporatists </i></b>or <b><i>independents</i></b> who see political parties as a hindrance to them following their passion. <br />
Technical Architects will often create or deploy new
technologies. Those who have this brain-preference are often perceived as Visionary Leaders if
the technology they have created is widely adopted. In a sense, this can make them accidental leaders because their passion is the technology, rather than the leadership. </div>
</li>
<li><div style="text-align: justify;">
<strong>Quality Producer/Crafts Person</strong> [Things-Concrete]. These are "hands on", sensate people who like certainty and desire activities/organizations to be
well structured. They prefer things that are down-to-earth, rather than abstract and intangible.
They prefer having or creating a manual for how things are done. They are uncomfortable
around people who seem erratic or chaotic in the way they do things. Their Decision Making
Style tends to be prudent and conservative, based on carefully gathering detailed information.
Their Communication Style focuses on careful documentation of details and linear, sequential
processes. <br />
Quality Produces gravitate towards careers such as athletes, mechanics, surgeons, gardeners,
accountants, farmers, etc. They are most likely to support a political party which puts <b><i>balancing the budget ahead of social welfare</i></b>.<br />
Quality Producers can be excellent Transactional Leaders.
</div>
</li>
<li><div style="text-align: justify;">
<b>People Servants</b> [People-Concrete]. Similar to Quality Producers, People Servants like structure and a degree of certainty. However,
they strongly prefer spending time with and talking to people, rather than relating to the world of
things. They prefer to communicate via intimate, feeling based language and dialogue and are
usually good listeners. People Servants strongly favor a style of Decision Making that considers
people’s feelings and preserves relationships. <br />
People Servants often choose careers as school teachers,
coaches, therapists, healthcare and human resource professionals, actors, value consultants,
etc. They are more likely to support a political party which puts <b><i>caring for people ahead of balancing the budget</i></b>.<br />
People Servants can be great Facilitative Leaders. In that role they can facilitate the difficult
dialogues and mediate conflicts that frequently emerge between the Visionary Leaders and
Transactional Leaders in organizations.
</div>
</li>
<li><div style="text-align: justify;">
<b>Social Architects</b> [People-Abstract]. Social Architects, like People Servants, prefer the world of people to the world of things.
However, unlike People Servants they tend to work with theories & models to explain people’s
motivations and behaviors. Social Architects are comfortable functioning in a world of
uncertainty--in fact it's their preference--too much predictability and they get bored. They favor
both intuition and intellectual analysis. Because of the influence of intuition, the Social Architect's
Decision Making Style tends to be variable: at times deliberatively bold and assertive; at other
times perceived as somewhat impulsive. They favor communicating verbally through metaphor,
models, “big-picture” visionary images and “fuzzy logic.” <br />
Social Architects are often society’s
"<b><i>greens</i></b>", deep ecologists, social-activists, social scientists, social policy planners, organizational
consultants, writers, etc. <br />
They are potential Visionary Leaders in societal and organizational
transformation. To be effective, Visionary Leaders, like Facilitative Leaders, understand that the
key to change is first gaining genuine rapport with people.
</div>
</li>
</ul>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhN9M6Xud3a60zH4sSf_Tyug-iWQnvm11AoeWpT2xoWqSS98KJojw4-t2PDITRCpDxwFLoqV_Iu-oGRTl9TuHzTqv2gCqto7c2x6tbwOO5UFD1nytkMeTACRAwRB-8KmmzALkbdF1zN4xLC/s1600/ExampleTeamBPM.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhN9M6Xud3a60zH4sSf_Tyug-iWQnvm11AoeWpT2xoWqSS98KJojw4-t2PDITRCpDxwFLoqV_Iu-oGRTl9TuHzTqv2gCqto7c2x6tbwOO5UFD1nytkMeTACRAwRB-8KmmzALkbdF1zN4xLC/s400/ExampleTeamBPM.PNG" height="400" width="386" /></a></td></tr>
<tr><td class="tr-caption" style="font-family: "Trebuchet MS", sans-serif; font-size: 11pt; text-align: center;"><b>Figure 4.</b><br />
Example of three people mapped<br />
onto the brain-preference chart</td></tr>
</tbody></table>
<div style="text-align: justify;">
Because 40 of the 128 values are correlated to brain-preference, we are able to map people on a brain-preference chart as shown in Figure 4. As you can see from the legend, person 3 on the chart is me which indicates that I have a strong preference for the abstract and a slight preference for people over things. Person 2 is similar to myself, however, is virtually indifferent as to whether they prefer working with people or things. Person 1 has no strong preference--we usually find people who lack preferences are in a state of transition in their life--in some senses they are in a process of breaking free from the "shackles" of their past and becoming their own person.</div>
<div style="text-align: center;">
<hr />
<b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">"Rather than aim for living a balanced life, live a prioritised life."</span></b> - Michael Henderson</div>
<hr />
See also: "<a href="http://www.motherjones.com/politics/2014/07/biology-ideology-john-hibbing-negativity-bias" rel="nofollow" target="_blank">Scientists Are Beginning to Figure Out Why Conservatives Are…Conservative"</a>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-35175549654558553242011-10-27T06:47:00.004+10:002011-10-27T06:47:42.105+10:00How is a Repertory Grid used to Concretize Values?<div style="text-align: justify;">
The Repertory Grid method is part of a widely used set of techniques for studying personal and interpersonal systems of meaning. Repertory grids have been used in thousands of studies of a broad variety of topics, ranging from children’s understandings of physical science principles and consumer preferences, to formal structures of self-reflection within cognitive science and the mutual validation of belief systems between friends.
</div>
<div style="text-align: justify;">
The technique was initially designed by George Kelly, author of personal construct psychology (PCP), as a means of assessing the content of an individual’s repertory of role constructs—the unique system of interconnected meanings that define his or her perceived relationships to others. In its simplest form, it requires the respondent to compare and contrast successive sets of three significant people (e.g., my mother, my father, and myself), and formulate some important way in which two of the figures are alike, and different from the third. For example, if prompted with the above triad, a person might respond, “Well, my mother and I are very trusting of people, whereas my dad is always suspicious of their motives.” This basic dimension, trusting of people vs. suspicious of their motives, would then be considered one of the significant themes or constructs that the person uses to organize, interpret, and approach the social world, and to define his or her role in it [<a href="http://www.pcp-net.org/encyclopaedia/repgrid-methods.html">more...]</a>.</div>
<div style="text-align: justify;">
A an example blank Repertory Grid for eliciting constructs around values is shown below. <a href="http://www.minessence.net/PDFs/Repertory%20Grid.pdf" target="_blank">Click here</a> to download a blank grid in PDF format.</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHziz7sMxcLG0xiqpHryxJ5Mcj3ETQ2gXDXTAhaXDDEzdGarmpO44WCIafEnxSkL1_DiSW9Psqt_alrugA1s1UyizZ2b5XFiqdsdfRlVQH1Dod7viPT0W1Kb9UzcnKRs7KgNxVyYogEy9W/s1600/RepertoryGrid.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHziz7sMxcLG0xiqpHryxJ5Mcj3ETQ2gXDXTAhaXDDEzdGarmpO44WCIafEnxSkL1_DiSW9Psqt_alrugA1s1UyizZ2b5XFiqdsdfRlVQH1Dod7viPT0W1Kb9UzcnKRs7KgNxVyYogEy9W/s640/RepertoryGrid.JPG" width="396" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b><span class="Apple-style-span" style="font-family: 'Trebuchet MS', sans-serif; font-size: small;">Example of Repertory Grid Form</span></b></td></tr>
</tbody></table>
<ol>
<li style="text-align: justify;">Take a Grid Sheet for each of the values you have selected.</li>
<li style="text-align: justify;">Write its name and descriptor into the space provided.</li>
<li style="text-align: justify;">Then think of four people, two who live this value well (put their initials in the space provided above 'good'), two who don't live that value well (put their initials in the space provided above 'poor'). Put your initials in the space above 'me'. The remaining column marked 'ideal' is for reflecting about a person living that value to perfection.</li>
<li style="text-align: justify;">Now take three people at a time (say one good and two poor, then me plus two good, then ideal plus one good and one poor, etc). As you take each set of three in turn, think of what two of them have in common in terms of living that value and how the other person lives that value differently from the other two. Mark 'o' under the two that have something in common and 'x' under the person who is different. In the left column under constructs, write what the two have in common. In the right column under constructs, write how the one person is different. Repeat this step until all possible combinations of three are exhausted (you will need more than one sheet per value) and you have done this for all the values you selected.</li>
<li style="text-align: justify;">When completed, transcribe the construct pairs elicited for all sets of three people for each value onto a separate sheet.</li>
</ol>
<div style="text-align: justify;">
Some sample construct pairs are shown below:</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibdpD7RjP0QeWASZ2GGLc6mjaCvTUzUFYd7QdY82cCZ13je-bNEMMeHSBPuwLINou5nn4rs0bnqfDo2DeHvon7qjK-qCJdKZivsed6GRmFMp51cbhOtxfvz4qJZNvxygCswf97yfryyZIV/s1600/RepertoryGridConstructs.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="454" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibdpD7RjP0QeWASZ2GGLc6mjaCvTUzUFYd7QdY82cCZ13je-bNEMMeHSBPuwLINou5nn4rs0bnqfDo2DeHvon7qjK-qCJdKZivsed6GRmFMp51cbhOtxfvz4qJZNvxygCswf97yfryyZIV/s640/RepertoryGridConstructs.JPG" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b><span class="Apple-style-span" style="font-size: small;">Sample Construct Pairs for the Value: Truth/Wisdom/Integrated Insight</span></b></td></tr>
</tbody></table>
<div>
<br />
<ol>
</ol>
</div>Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0tag:blogger.com,1999:blog-281981346470598325.post-13864408925578596132011-10-26T11:54:00.001+10:002017-02-21T10:57:32.458+10:00How can we use values to formulate long-term business strategy?<div style="text-align: justify;">
<b><span class="Apple-style-span" style="font-family: "trebuchet ms" , sans-serif; font-size: large;">The CRD Model of Values</span></b>
</div>
<div style="text-align: justify;">
Yet another values lens through which organisation can be viewed is the CRD Values Model where C = Control Values,
R = Relational Values, D = Development Values. This model is useful in formulating long term business strategy. In a nutshell:
if the control values are the highest priority for the group, strategy should focus delivering excellent business systems; if the priority is
greatest for the set of relational values, business strategy should focus on customer relationships; if the developmental values set
are the highest priority, strategy should focus on developing leading-edge products and/or services:
<br />
<br /></div>
<div align="center">
<table border="1" cellpadding="5" cellspacing="0" style="width: 500px;">
<tbody>
<tr>
<td align="center" width="35%"><b>Values Set</b>
</td>
<td align="center" width="65%"><b>Strategic Focus</b>
</td>
</tr>
<tr>
<td valign="top"><div align="justify">
Control Values<br />
Relational Values<br />
Developmental Values</div>
</td>
<td valign="top"><div align="justify">
Operational Excellence<br />
Customer Collaboration<br />
Innovation, Product &/or Service Leadership</div>
</td>
</tr>
</tbody></table>
</div>
<div style="text-align: justify;">
</div>
<ul>
<li style="text-align: justify;"><i><b>Control Values</b></i> are necessary to maintain and bring together various organisational sub-systems. They
include values relating to efficiency, discipline, and performance standards. These values guide such
activities as planning, quality assurance, accounting and re-engineering. Examples of <i>Control values</i>
include: <i>Efficiency/Planning</i>, <i>Control/Order/Discipline</i>, <i>Law/Rule</i>, <i>Management</i>, <i>Rationality</i> and
<i>Financial Security</i>.<br /></li>
<li style="text-align: justify;"><i><b>Relational Values</b></i> guide people’s behaviour in a group setting. These values are based on beliefs about
how people should conduct themselves in public, at work and in relationships. Examples of <i>Relational
Values</i> are <i>Honesty</i>, <i>Congruence</i>, <i>Respect </i>and <i>Loyalty</i>. <i>Relational Values</i> influence how people behave
and relate to each other when living their <i>Control</i> and <i>Developmental Values</i>.<br /></li>
<li style="text-align: justify;"><i><b>Developmental Values</b></i> are essential to create new opportunities for growth. They are values related to
creativity, growth, knowledge expansion and innovation. Examples of <i>Developmental Values</i> include
<i>Creativity</i>, <i>Self-Actualization</i>, and <i>Growth/Expansion</i>. </li>
</ul>
<div style="text-align: justify;">
In relation to <i><b>leadership styles</b></i>, the natural style for people whose dominant values are <i>Control Values</i>, is
<i>Transactional</i>. For people whose <i>Developmental Values</i> are dominant, their natural style is Visionary. It
follows that people who prefer to put most of their energy into the <i>Relational Values</i> will have a
<i>Facilitative </i>style.
<br />
<br /></div>
<div style="text-align: justify;">
The interaction between the <i>Control</i>, <i>Relational</i> and <i>Developmental </i>sets of values has a strong influence
on the nature of group and organisational culture:
</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjG934VVzT67M9iK_c0SGBGPGgMysOvd3nwUpBRC0K7xxBmk2lqb6cLSSgiQVJ28IA1WNQytKv_5b6jTlbeIDMyBsFewlbw4N75UQ1MXhsdgO8vDQag0jYNgK0BbS8WJ3DEj7gwWh8Pb7xj/s1600/CRDInteraction.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjG934VVzT67M9iK_c0SGBGPGgMysOvd3nwUpBRC0K7xxBmk2lqb6cLSSgiQVJ28IA1WNQytKv_5b6jTlbeIDMyBsFewlbw4N75UQ1MXhsdgO8vDQag0jYNgK0BbS8WJ3DEj7gwWh8Pb7xj/s400/CRDInteraction.png" width="331" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b><span class="Apple-style-span" style="font-family: "trebuchet ms" , sans-serif; font-size: small;">Interaction Between CRD Values Shapes Culture</span></b></td></tr>
</tbody></table>
<div style="text-align: justify;">
Values based strategic planning is grounded in the knowledge that there is a close connection between the
successful execution of organisational strategy and the actual values of people charged with its execution.
<br />
<br /></div>
<div style="text-align: justify;">
The <i>Control</i>, <i>Relational</i> & <i>Developmental</i> values sets, when employed in strategic planning, underpin
three related types of strategic focus, which, while not mutually exclusive, require very different skills.<br />
<br /></div>
<div style="text-align: justify;">
We have developed a CRD Profile which enables groups to identify their dominant set of CRD Values. This information enables them to formulate long-term group strategy in a way that is congruent with their values and therefore have the best chance of successful execution.<br />
<br /></div>
<div style="text-align: justify;">
Below is an example of a Group CRD Profile:<br />
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVFjzcLrsNx7mVq_k3vTIpWF_eCNcncxq0M-K9bjKV06tOHvyOIW8kEgcst8qDFFvH5WqVqjfdCn6zVtYDTY1Qbtp12YL7nyUZVMgyLv9GVIgUFfO8zMga_56yt6jBdYpORkEAJ2K6-Hr_/s1600/CRDL.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVFjzcLrsNx7mVq_k3vTIpWF_eCNcncxq0M-K9bjKV06tOHvyOIW8kEgcst8qDFFvH5WqVqjfdCn6zVtYDTY1Qbtp12YL7nyUZVMgyLv9GVIgUFfO8zMga_56yt6jBdYpORkEAJ2K6-Hr_/s400/CRDL.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Group CRD Profile</td></tr>
</tbody></table>
<br />Paul Chippendalehttp://www.blogger.com/profile/17186629717655349546noreply@blogger.com0