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2020 August

ValuDYNAMICS: A Goal

Fwd: Sacred Sites, Geomagnetic Hotspots, Wisdom Keepers, Homes of the Gods …

Reading through this invite I had an insight I wanted to share.

As context I’ve been provoked lately and want to surface as much as I can about what it would mean to give people tools for this “age.”

 

  1. Each situation calls for satisficement of the conditions enough such that what comes along with or after is an equilibrium of sorts with as large a number of degrees of freedom as possible without weighting or polarising the conditions in such a way as to preclude a direction.
  2. How one understands the situation in order to preserve these degrees of freedom seems as important as any action or no action.
  3. The way in which to bring about resources (attention, intention, alignment, capability and coaching) seems to be through a process of realising that particular values emerge as “best” in allowing the appropriate resources to be applied in sufficient density and frequency so as to preserve the degrees of freedom.
  4. Degrees of freedom seem to be critical in enabling innovation.
  5. Innovation seems to be critical to adaptiveness and fitness.
  6. Therefore that which is not precluded seems to allow that which might emerge.
  7. A personal approach, as an example might be understanding the value of each of our jungian functions: sensing, intuition, thinking and feeling and their combinations.
  8. Or the attractor basins of memetic such as CP-RED, DQ-BLUE, ER-ORANGE, FS-GREEN as an example.
  9. The conditions by which the situations emerge are through the filters of the observers and thus most will be subject to, rather objective with the situations.
  10. It is the objectivity in both the personal and collective frame which seems to denote a proclivity to step back personally and observe the filtering as much as the filters and in doing so, create subtle approaches that allow discernment of the filters, the filtering, the density and frequency of both the problem and the solution which creates a different kind of approach.
  11. This approach may seem natural but it won’t be for most, although to varying extents it could be learned and practiced.
  12. The goals of an approach like this have at their unseen roots a requirement to shift the ego position through moral perspective that would begin to disentangle values, valuing from what is right as right and wrong are perspectival and it’s only the examination of the degrees of freedom that would guide the problem ID and solution Process because what produces the equilibrium where the largest degrees of freedom exist would have elements that could be judged paradoxically: right and wrong for a variety of perspectives.
  13. Personally, we would want to examine—through whatever lens—our own functioning displayed and become aware of the subjectivity that guided our actions and to collectively view each as unique with corresponding talents.

Just some thoughts,

mike

 

One reply on “ValuDYNAMICS: A Goal”

A lot of gems in this. Worth revisiting for further contemplation.

On #’s 3-5, when I’m involved with a client, we model/co-build/amplify those effects. I believe that by inculcating my team on these same principles within my firm, they are also able to accomplish similar results without my direct involvement.

” 3. The way in which to bring about resources (attention, intention, alignment, capability and coaching) seems to be through a process of realising that particular values emerge as “best” in allowing the appropriate resources to be applied in sufficient density and frequency so as to preserve the degrees of freedom.”

As those who are involved in business for 10 years or more will also recognize, it’s a ‘best practice’ thing to shape and espouse core values. Dialing in the values that are ‘best’ for fulfilling org purpose and then translating espoused into values-in-practice is something most organizations could use some help with.

“4. Degrees of freedom seem to be critical in enabling innovation.
5. Innovation seems to be critical to adaptiveness and fitness.”

When contemplating the journey with a particular client, I hypothesized that an effective human development culture amplifies subsequent innovation efforts. I wrote this down somewhere but I don’t recall where. Over the initial 18-24 months, we helped establish a culture of development and it’s structural supports. We saw tremendous results and a shift in how managers make sense of their roles. More recently, I’m assisting them with scaffolding their org for innovation so that it’s multi-directional and grass roots instead of just top down ideas-to-implementation. I’m struck by how much harder this would be to pull off without the effects of the first 2 years of work.

What I take from Mike’s 4 & 5 are that the causal link that I sensed but couldn’t yet articulate may be “degrees of freedom”. A deliberately developmental org is more flexible and can better generate a regular stream of innovation to pilot and test than a more rigid non-developmental org. The President wishes to do these things, as I understand it, for a couple of main reasons. One is because doing these things is an expression of his values and motives. The other is that investing the time and energy to do so also prepares the organization for inevitable pending sea-changes to the industry they are in (auto repair).

I think that’s all I’ve got for now on this.

Alicia Parr

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