With a natural strength and talent to lead, we see what needs to be done, and are willing to speak up.
We are not frightened by confrontation; rather, we have learned that respectful empathetic confrontation is the first step toward resolution.
We want things to be clear among people and will challenge ourselves and others to be realistic and honest.
This strength pushes us to take risks. At times, this strength may intimidate others. And while some may resent this talent, others often willingly feel eager for such leadership so they can cultivate their own personal transformations.
We’re confident from experience that people are drawn toward those who take a stand and are willing to lead.
We bring decisiveness and emotional clarity. We have the ability to bring to light what is often avoided or unstated. This gives us the ability to support you in resolving internal or external conflicts and/or misunderstandings in life.
We care-full and serious when considering what decisions to move forward with. We have a strength of anticipating obstacles.
We realize that while everything may seem in order, beneath the surface we can sense many risks.
So rather than avoiding these hazards, we are supportive in drawing each one out into the open to work through and grow from.
Then each risk can be identified, assessed, and ultimately reduced. Thus, we bring a thorough and conscientious approach to making decisions.
We deliberately create time to consider options, thinking through the pros and cons of each alternative, and how it can result in everyone getting their needs met without being at the expense of ourselves or one another.
To us, making the meaningful and authentic choice is more important than the time it takes to do so. We see life as something of a minefield. Others can run through it recklessly if they so choose, yet we have decided to create different approaches.
Approaches that are focused on human dignity, empathy and self-full life serving actions that lead to meaningful impacts for the community.
We identify the dangers, weigh their relative effect, and then place our feet deliberately. We think, speak, walk, create and serve with care.
In a world of distractions, cognitive short-cuts and superficiality, we bring a thorough and conscientious approach to our endeavors.
We Are The Sum Of The Top 5 People We Are Frequently Around
We enjoy close relationships with others. We create deep satisfaction in working with those who have values that align mutually to achieve goals together.
We derive a great deal of pleasure and strength from being around their close friends and clients. We can relate to all kinds of people.
And we also have a very small group of friends and clients with whom we have incredibly deep relationships in supporting and inspiring one another to show up and follow through with our dreams
We form solid, genuine, and mutually rewarding relationships. Our relationships are close, caring, and trusting.
Human Design Is One Of A Kind
We are intrigued with the unique qualities of each of our audience and friends.
We have the gift for seeing how unique people can work together productively. We have an understanding of the unique qualities of each person.
We are sot of impatient with generalizations, and focus on the differences among individuals, instinctively observing each person’s values, innate strengths, style, motivation, how each thinks, and how each builds relationships.
We keenly observe other people’s strengths and draw out the best in each person every time. Our strength here is supporting functional, conscious, productive, empathetic people.
While some search around for the perfect team “structure” or “process,” we know instinctively that the secret to great interpersonal relationships and resilient conscious communities is casting by individual strengths so that everyone can do a lot of what they do well.
We notice and appreciate the unique characteristics of each person and can customize our
approaches accordingly. Like a professional casting director, we use our intelligence about people to position them to do what they do best in their personal and professional lives.
This creates a type of team synergy that leads to a more enjoyable experience and increased effectiveness in: internal Bodymind states, interpersonal relationships, family dynamics, work dynamics, and community interaction and contribution.
Power and Edge.
I create alternative ways to proceed.
Faced with any given scenario, I can quickly spot relevant patterns and issues.
I use my ability to sort through the clutter and find the best route.
This is not a skill that can be taught. It is a distinct way of thinking — a special perspective on the world at large. This outlook allows me to see patterns where others simply see complexity.
Mindful of these patterns, I am able to envision alternative scenarios, always asking, “What if this happened?” This recurring question helps me see, plan, and prepare for future situations.
I see a way when others assume there is no way. Armed with this strategy, I can make quantum jumps forward.
I bring creative anticipation, imagination, and persistence to the communities and projects I work with and on. I can quickly weigh alternative paths and determine the one that will work best and most efficiently. I find the route moving forward where everyone can get their needs met.
Our values guide our behavior to experience personal integrity and wholeness, and they are modified over time as we evolve.
LEVERAGING VIA PARADIGM SHIFTS
The power to transcend paradigms.
Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything.
This idea is not unique to systems analysis — it’s embedded in legend. The silver bullet, the trimtab, the miracle cure, the secret passage, the magic password, the single hero who turns the tide of history. The nearly effortless way to cut through or leap over huge obstacles. We not only want to believe that there are leverage points, we want to know where they are and how to get our hands on them. Leverage points are points of power.
The systems analysis community has a lot of lore about leverage points. Those of us who were trained by the great Jay Forrester at MIT have all absorbed one of his favorite stories. “People know intuitively where leverage points are,” he says. “Time after time I’ve done an analysis of a company, and I’ve figured out a leverage point — in inventory policy, maybe, or in the relationship between sales force and productive force, or in personnel policy. Then I’ve gone to the company and discovered that there’s already a lot of attention to that point. Everyone is trying very hard to push it IN THE WRONG DIRECTION!”
You could say paradigms are harder to change than anything else about a system, and therefore this item should be lowest on the list, not second-to-highest. But there’s nothing physical or expensive or even slow in the process of paradigm change. In a single individual it can happen in a millisecond. All it takes is a click in the mind, a falling of scales from eyes, a new way of seeing. Whole societies are another matter — they resist challenges to their paradigm harder than they resist anything else.
So how do you change paradigms? Thomas Kuhn, who wrote the seminal book about the great paradigm shifts of science, has a lot to say about that. In a nutshell, you keep pointing at the anomalies and failures in the old paradigm, you keep coming yourself, and loudly and with assurance from the new one, you insert people with the new paradigm in places of public visibility and power. You don’t waste time with reactionaries; rather you work with active change agents and with the vast middle ground of people who are open-minded.
Systems folks would say you change paradigms by modeling a system, which takes you outside the system and forces you to see it whole. We say that because our own paradigms have been changed that way.
There is yet one leverage point that is even higher than changing a paradigm. That is to keep oneself unattached in the arena of paradigms, to stay flexible, to realize that NO paradigm is “true,” that every one, including the one that sweetly shapes your own worldview, is a tremendously limited understanding of an immense and amazing universe that is far beyond human comprehension. It is to “get” at a gut level the paradigm that there are paradigms, and to see that that itself is a paradigm, and to regard that whole realization as devastatingly funny. It is to let go into Not Knowing, into what the Buddhists call enlightenment.
People who cling to paradigms (which means just about all of us) take one look at the spacious possibility that everything they think is guaranteed to be nonsense and pedal rapidly in the opposite direction. Surely there is no power, no control, no understanding, not even a reason for being, much less acting, in the notion or experience that there is no certainty in any worldview. But, in fact, everyone who has managed to entertain that idea, for a moment or for a lifetime, has found it to be the basis for radical empowerment. If no paradigm is right, you can choose whatever one will help to achieve your purpose. If you have no idea where to get a purpose, you can listen to the universe (or put in the name of your favorite deity here) and do his, her, its will, which is probably a lot better informed than your will.
It is in this space of mastery over paradigms that people throw off addictions, live in constant joy, bring down empires, get locked up or burned at the stake or crucified or shot, and have impacts that last for millennia.
Thomas Kuhn, The Structure of Scientific Revolutions, Chicago, University of Chicago Press, 1962.
Civil disobedience is the active, professed refusal to obey certain laws, demands, and commands of a government, or of an occupying international power.
Civil disobedience is a symbolic or ritualistic violation of the law, rather than a rejection of the system as a whole. Civil disobedience is sometimes, though not always, defined as being nonviolent resistance.
The physical heart nourishes itself first.
We value self care because it is ageless wisdom that the Bodymind has a supportive innate ability to heal Itself.
Self care starts with Consciousness and Spirit, then Mind, then energy, then the physical bodies we interface with, not the other way around.
When we value our self care in that order, we feel confident that our needs for meaning and support are met on a much more efficient level.
Observing without evaluating is the highest form of human intelligence.
Empathy is a respectful understanding of what others are experiencing. Instead of offering empathy, we often have a strong urge to give advice or reassurance and to explain our own position or feeling. Empathy, however, calls upon us to empty our mind and listen to others with our whole being.
No matter what words others may use to express themselves, we simply listen for their observations, feelings, needs, and requests. Then we may wish to reflect back, paraphrasing what we have understood. We stay with empathy, allowing others the opportunity to fully express themselves before we turn our attention to solutions or requests for relief.
Empathy, I would say is presence. Pure presence to what is alive in a person at this moment, bringing nothing in from the past.
In empathy, you don’t speak at all. You speak with the eyes. You speak with the body. If you say any words at all, it’s because you are not sure you are with the person. So you may say some words. The words are not empathy. Empathy is when the other person feels the connection to with what’s alive in you.
Making self-full Consciousness the new standard.
The virtuous restraint from falsehood and distortion of reality in one’s expressions and actions requiring great strength of will and intellect.
The mind is used to inquire into its own nature and to transcend the mind’s identification with its thoughts and ego.
We value this strategy first, because it is the foundation.
As we practice Satya on deeper levels, whatever we say is an accurate reflection of reality.
When we are grounded in this state of Satya, a state of pure being, then what we say is true.
There is no separation between our Consciousness, the truth, and what we speak.
How can we value the concept or speak truth if we do not first value the foundational practice of non-harming?
We do our best to remain aware of all our inner speech that is old harmful memories and unsubscribe from them so as to prevent conditional communication that could lead to harm.
We are aware of what we stand for, and why we exist.
We are aware of where we came from, and where we are going.
We have clarity of vision, and a driving passion.
We want the same for you too.
Accountability and not perfectionism.
The community that promotes self-respect shares a system of accountability among its members which provides for commitment, fulfillment of obligation, repair of misunderstandings, and forgiveness.
The system oriented toward respect produces people who stand accountable for themselves and their behavior.
Its members live in an intimate network in which generally they can expect misunderstandings to be learned from, differences to have resolution, and relationships to have a sense of continuity.
We have a safety of being aware there will be continuity through stress, and that allows us to enjoy risks and learn.
No one has to ‘walk on eggshells’ to maintain their connection.
“Sorry” and “I apologize” are perhaps words said out of obligation to try and “buy love”.
We value another approach when we learn that we have thought about, or actually have, crossed the boundaries of our integrity.
We value and see a purpose of guilt and feeling grief, sadness or ashamed that does not involve self hatred.
We advocate a mind-set and Heart intelligence where we consciously identify what need we perhaps denied our self, or another, in a challenging moment that might have resulted in self sabotage.
We advocate feeling our emotion, and seeing the need that was not met, so that we learn moving forward. And moving forward in a way that does not involve self hatred, rather self empathy and compassion.
We are not intending to teach a lesson, or prove a point.
The number one rule of our services is empathy before education.
ONGOING DEEP WORK
As we shift into an information economy, more and more of the population are knowledge workers.