The Experience of Being in 12 Practices, part 2

What is the experience of being? I explored this inquiry in a two-part blog. In part one, I explored an interdependent understanding of being. In this blog, part two, I will introduce the 12 practices that support this new understanding of being.

This new dimension of being views humans as co-creators of our world. However, most psychological models relating to the self and human functioning imply that the self exists as a discrete, separate, and independent entity. Therefore, learning professionals, seldom appreciate this interdependent nature of being nor the generative capacity it reveals. They both impact learning DOWNLOAD PDF

By |2023-05-18T09:39:57-04:00February 24th, 2020|Blog|0 Comments

The Experience of Being in 12 Practices – Part 1

Have you ever attended a seminar that offered prescriptive behaviors to adopt, processes to implement and content to remember? I recently had this experience.

What’s missing from this scenario depends somewhat on our expectations of learning and, more importantly, our view of being human. Do we react to, manage, or adopt change? Or are we co-creators of change?

To accept the former view implies an understanding of being human as fixed, separate selves, independent of our circumstances that respond to change.

If we accept the latter view, as co-creators, we shift:

  • From doling out prescriptive behaviors, adopting “norms” to conform
  • To discovering descriptive practices, accessing “being” to DOWNLOAD PDF
By |2022-07-12T17:27:03-04:00February 10th, 2020|Blog|0 Comments

The Power of Not Knowing

What if our leadership actually expands from not knowing?

In these disruptive times of unpredictable change, leaders commit malpractice by trying to know all possible contingencies to any dilemma or strategy. To feign knowledge is futile and can be fatal to one’s leadership.

Protecting an all-knowing mindset also takes a toll on one’s physical and mental energy. Such an “all-knowing” mindset fears mistakes, dreads uncertainty, and resists saying, “I don’t know.” It belongs in the 1990s.

Moreover, this all-knowing mindset gives colleagues a false sense of certainty. It discourages others from thinking, engaging questions, presenting ideas, or taking the initiative. It traps leadership DOWNLOAD PDF

By |2023-02-06T13:24:46-05:00April 18th, 2016|Blog|0 Comments
Go to Top