Re: InterSubjective Reality LO2324

tim smith (timsmith@RedShift.Com)
Thu, 3 Aug 1995 10:02:26 +0000

Replying to LO2307 --

>I am interested in which ways You use to reduce this "insecurity" and
>create more openings for the rays.... I have learned some ways through
>some hard personal growth and meditation, but I still find it to be, as
>the Aussies say, "hard yakka". I don't for sure that it is a male thing,
>but I seem to have to overcome a lot of bio-programming or wiring in order
>to put my heart-connections foremost in my attenion and direction. I wish
>that I knew a solid path, however demanding, which would continue to
>create more of those "openings"; any suggestions?

>"...Lovers never find each other, they are within each other all along." Rumi

In the kernel lies the fruit. As Rumi understands, that which is
discovered is always discovered from within. Thats not to say that it
isn't also dependant upon some 'hard yakka'-conditions we can control, and
some that are beyond, just as crops succeed when the weather cooperates.

I think the reduction of insecurites is an interdependent function as
well. Not only must we individually do the work, as you have done, we must
have or create the 'right' conditions. In the case of our organizations,
we can help to create those conditions through processes that work to
'discover' our inner motivations in the context of organization
development. This is why I like Argyris work, it runs right at the heart
of our unquestioned thinking, which is the shell around our genius as
individuals.

In the opening of a true dialogue process, we allow the first rays to
penetrate the shell, to stir the potential in the kernel. The usual
approach in organizations, however, is to pour water and fertilizer all
over the place, but to never allow the light to activate the potential.

So many trainings, so few results!

Reducing the insecurity occurs only after there is initial recognition
that things aren't going (growing) as well as they should. Gutsy leaders
must take the risk, let their insides hang out (hell, how else do they
justify those big salaries), and encourage their teammates to follow suit
as they seek to allow more and more light, energy, growth, and flowering
to occur within their respective fields.

Seeds have shells to protect the inside. But they're designed to be
cracked open. The shell must be broken from the inside out, and then the
newly germinated plant must be carefully cultivated. When we try to crack
it from the outside, coerece it somehow, we end up with a bunch of bitter
pulp, and are not likely to try it again.

In meditation or other contempletive action, we come in contact with what
Dylan Thomas describes as "the force that through the green fuse drives
the flower". In my practice with leaders, I teach that there can be no
personal growth without an introspective practice-ok lets say it, a
'spiritual' practice of some kind. This 'contact' is the first step on
the road to reducing insecurity. As we learn to accept ourselves, and to
see our thinking as 'just thinking' and not reality, we naturally begin to
desire more of this in our lives. Just as a good farmer would in his
fields, wise leaders cultivate this in their organizations in two primary
ways, personal and organizational.

1. Personal commitment and demonstration of the values
2. A holistic (systems) approach to cultivation of these values

Committing to and staying the course with these requires both great faith
and great doubt. As Hakuin says, "Should you desire the great
tranquility, prepare to sweat white beads". Tain't easy, Mcgee.

As teachers in organizations we know this. Our job can be to help them to
step into the mystery of themselves. Again, the dialogue process is just
such a beginning on the outer level of consciousness. As the light passes
through, we can help prepare the ground for whatever flowering may occur.
Bound to get some weeds too...but thats part of the game.

I think I'll go wash-up. All this rootin' around in the dirt has made me
hungry.

--
Timothy Smith
Principal, Wheelwright Associates
Organization Transformation Consultants
timsmith@redshift.com