Psychosynthesis The Realization of the Self

1. Psychosynthesis The Realization of the Self Your aspirations-our passion. 3256 El Suyo Drive San Ramon, CA 94583 925-828-3434 e-mail: peter@SLGLLC.com http:SLGLLC.com

2. Systems Thinking - Expanding the Focus of the ObserverHow are living systems organized? There is a drive in all living matter to perfect itself. Albert Szent-Gyoergyi • Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby • Drive to survive, thrive, develop, perfect or actualize. • Modularity/Cellular-collection of nested subsystems. • Emergence-Self-organizesadaptive specializations or success strategies. • The whole is more than sum of parts. • The whole defines the nature of the parts. • The parts cannot be understood by just studying the whole. • The parts are dynamically interrelated or interdependent. • Flexible self-regulation or management. • Self-correcting, Self-sustaining properties through balancing feedback. • Evolution of consciousness, worldview or identity.

3. CAS - Complex Adaptive Systems Changing Environment Changing Environment Complex Adaptive Behavior Info Out Info In Emergence Negative Feedback Positive Feedback Info Out Info Out Info In Self-organized Subsystems Changing Environment Changing Environment

4. Changing Business Environment Space / Time Product Lifecycles Knowledge Lifecycles Relationship Stability Optimal Response ? Survive and Thrive? Globalization / Competition Technological Convergence / SynthesisInnovation / New KnowledgeOrganizational Convergence / Synthesis / VirtualizationActivity Across Blurred Boundaries Matrices / Dotted Lines / Boards / Committees / Social Networks Unclear Responsibilities / AuthorityDifferent Cultures / Mindsets / GenerationsComplexity-Social and TechnologicalDisruptive ChangeResistance / Conflict/ Churn/ Chaos / Stress - “Commanders” / “Hiders”Unproductive Conversations 80% of problems are related to human relationships.

5. How Toxic Colleagues Corrode Performance Harvard Business Review 5/2009 48% decreased their work effort, 47% decreased their time at work, 38% decreased their work quality, 66% said their performance declined, 80% lost work time worrying about the incident, 63% lost time avoiding the offender, 78% said their commitment to the organization declined.

6. Self-management Problems • How often do people get emotionally upset, frustrated, defensive, angry? • How often do people get very critical or judgmental of self or others? • How often do people get into unproductive conflict? • How often do people get anxious or fearful? • How often do old habits or “Success Strategies” limit effectiveness? • How often do people have difficulty sustaining motivation when faced with the less enjoyable aspects of their job? • How often people set goals and not follow through? • How resilient or adaptive are people when faced with change? • Do you believe there are skills, behaviors, or attitudes, that would cause people to be much more effective? • What prevents them from acquiring them?

7. Peter’s Universal Law of Success- All Living Systems SenseandResponseAgility Environment Situation Context Opportunity Potential Threats Accurate Sensing • Agility • Innovate • Adapt • Execute / Align / Fit • Evolve Create / Self-manage • Multiple Adaptive Specializations or • Subsystems Independence Effective Responses Survive, Thrive, Evolve Nutrients Effect Change Affiliation/Fit Enhance Fit • Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

8. OrganizationalSense and Response Agility It’s an ANDworld. Adapt “Catch Waves” Robust Viability AND AND Multiple Collaborative Subsystems 2.0 Knowledge Sharing Enabling Technologies Distributed Agile Leadership Perform “Ride Waves” Synergistic Quality Execution We Innovate “Create Waves” Preemptive Leadership Want Me Me AND AND Change / Evolve / Learn “Be and ‘let go’ of Waves” Adaptive Capacity / Changeability • Law of Requisite Variety: In any system of humans or machines , the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

9. Individual Sense and Response Agility - Agile Leadership Self-organize and manage many subsystems with different mindsets. Specialist AND GeneralistANDStrategist Technical AND Business AND People Savvy Systems AND ProcessAND ResultsOriented“Primary Role” AND “Systems Thinker” AND “Collaborative Leader”AND “Doer” AND “Inquirer” AND“Advocate” AND “Negotiator”AND “Delegator” AND“Coach” AND “Creator” AND “ConflictManager”AND “Change Manager” AND “Director” AND “PM”AND “Thought Leader” AND “Diplomat” AND, AND, AND, Situation Context Pressure Opportunity Threat • Situational Effectiveness • OwnDomain AND At Interface • ME to WE Worldview We Want Me Me It’s an ANDworld. • Law of Requisite Variety: In any system of humans or machines, the element in the system with the greatest variability in it’s behavior will control the system. Ross Ashby

10. Key Individual Challenges Psychosynthesis Addresses80% of problems are related to human relationships. • How do we self-organize Me to WE worldview ? • Evolve level or stage of personality development? • How do we as individuals become agile leaders? • Self-management – manage thinking, habits and emotions. • Self-organize many new subsystems or roles with different mindsets? • Overcome reluctance to personal change? • Build adaptive capacity and accelerate learning? • Understand why people behave as they do and appreciate uniqueness? We Want Me Me

11. Organizational Challenges Psychosynthesis Addresses80% of problems are related to human relationships. • How do we as a group Build ME to WE cultural values, consciousness or worldview? • Be like me to appreciate uniqueness? • How do we as a group become agile? • Reduce reluctance to change? • Manage conflict? • Build adaptive capacity or changeability? • Co-evolve business strategies and leadership styles? • Enhance synergistic execution – get everyone on the same page with aligned intentions and wills? We Want Me Me

12. Stages of Development Descriptors-AdultsJane Loevinger, Bill Torbert, Robert Kegan • Autonomist – Magician / Alchemist. • Autonomy of self and others - true interdependent relationships -spontaneity, generosity, creativity, uniqueness and diversity - synthesizes opposites and provides transformative events for others. Sense of purpose. • Inter-individualistic - Strategist. WE Worldview • Shift towards concern for interpersonal relations and strategic systemic thinking. Growing self knowledge leads to less projection and greater mutuality. Shift from personal goals to shared goals. • Conscientious - Achiever. ME Worldview • Independence, strong intention to succeed, be the best. Identify as role or goal. Respects differences, low mutuality- projects problems onto others. • Conscientious-conformist – Expert / Technician. ME Worldview • Self-discipline, self-control and reliance on own experience and judgment.Eager problem solvers that base decision-making on analysis and merit. Interpersonally, they can be perfectionistic and critical. • Conformist - Diplomat. You Worldview • Strong need to fit in and get along. Need for inclusion, affiliation. Tend to conform with or rely on decisions of others. Consciousness YOU to ME to WE Agility-Behavioral Variety

13. Stages of DevelopmentStudies You Me WE

14. What is Psychosynthesis? • Roberto Assagioli, MD (1888-1974) • Psychosynthesis is a psychological model and set of meta-cognitive techniques for facilitating the harmonious integration of psychological parts or subsystems around a unifying center, purpose or Self . • Synthesis of Freudian and Jungian analysis with eastern philosophical thought. • Resolves psychological traumas. Freud / Jung • Expands the field ofconsciousness to better understand the various aspects of the sub-conscious and how they affect us. • Facilitates the realization of the Self – highest potential, purpose through the evolution of consciousness, worldview or identity. • Precursor to Third Force In Psychology- Humanistic and Transpersonal Psychology. • Evolving open system.

15. Pragmatic Psychosynthesis - Key Elements • The Egg. Map of the whole. • Polarities-balancing and synthesis of opposites. • Subpersonalities - nested subsystems and their interactions. • Reflexive identification. • The “I” or personal self. • Awareness • Will - Disidentification. - Act of Will. – Skillful Will. • Principle methods. • Awareness / knowledge of personality, thinking and emotions. • Inquiry, receptive thinking, purposeful imagination , guided imagery. • Inner dialogue between psychological elements or subsystems. • Training of the will. • Training, coaching, meditation, interpersonal and group work.

16. The Psychosynthesis Egg 1 7 7 Future Potential 6 4 2 Present “I” 3 Past 5 7 7 • SELF-Transpersonal • Essence / Life Purpose / Wisdom • Love and Will • “I” orPersonal Self • Center of Awareness / Will • Field of Consciousness • Content of Awareness • Middle Unconscious • Learning / Subpersonalities • Lower Unconscious / Freud • Pleasure-PainPrinciple 6. Higher Unconscious-Superconscious • Meta-motivation / Search for Meaning • Meta–mind / Abstract / Intuitive • Transcendent Experiences / Qualities • Collective Unconscious • Carl Jung / Archetypes / Mythologies

17. Polarities Synthesis Evolution / Wisdom There is no final solution. Balancing Complementarities Thesis Order Change Innovation Private Interest Antithesis Freedom Stability Tradition Public Interest • Psychosynthesis is the balancing and synthesis of psychological elements.

18. The Psychosynthesis Egg 1 Love Will Future Potential 7 7 6 4 2 Present “I” 3 Past 5 7 7 Need Independence Need Affiliation/Fit • SELF-Transpersonal • Transpersonal Love and Will • Essence / Life Purpose / Wisdom • “I” orPersonal Self • Center of Awareness / Will • Field of Consciousness • Content of Awareness • Middle Unconscious • Learning / Subpersonalities • Lower Unconscious / Freud • Pleasure-PainPrinciple 6. Higher Unconscious-Superconscious • Meta-motivation / Search for Meaning • Meta–mind / Abstract / Intuitive • Transcendent Qualities / Wisdom • Collective Unconscious • Carl Jung / Archetypes / Mythologies

19. Developmental Stages Maslow Psychosynthesis • Self Realization • Self-actualization • Self Esteem Needs • Love and Belonging • Safety Needs • Physiological Needs Higher Unconscious WE Me You Lower Unconscious Need Independence Need Affiliation/Fit Need Independence Need Affiliation/Fit

20. Integrated View Phases of Development Psychosynthesis / Maslow Wilber-Lines and Tiers / Levels Loevinger, Torbert , Kegan Levels Cognitive Affective Self Interpersonal Moral Autonomous Magician Tier 2 Level Me to We Strategist Tier 1 Level Achiever Me Expert Diplomat You • Independence • Effect Change • I want • Affiliation • Enhance Fit • You want

21. Sub-personalities - Adaptive SpecializationsSelf-organized Self-defining Sense and Response Sub-systems

22. Who am I? Collection of“Success Strategies”- Roles / Habits / Adaptive Specializations “i” “i” “i” Current Portfolio Context / Need Satisfiers Challenges. Opportunities. Big tasks. Want to get it done. “Engineer” / “Techy” “Manager” “Subordinate” “Commander” “The Greatest” “Achiever” “Diplomat” “Doubter” “Joker” “Perfectionist” “Father”-”Mother” “Golfer” “Traveler” Defensive Strategies“Judge” / “Victim” / “Fighter” “Justifier” “Doer” We tend to reflexively identify with whatever “success strategy” is associated with the context. We, in effect, “switch heads” with out thinking about it.

23. “Diplomat”–Subpersonality - Adaptive SpecializationSelective Sensing/LimitedResponse “i” Independence Strive for Nutrients Affiliation “i” ContextOpportunities- Affiliate Partner, Team Up Fit In Threats- Conflict, Loss Threat Radar Plusses Affiliator. * Gets along . Builds harmony. Understanding. Receptive listener. Trustworthy. * Dependable. Self-sacrificing. Hard working. Loyal. * Team Player. Minuses Low assertiveness. Over commits themselves. * Avoid conflict. Acquiesces quickly. Won’t challenge the status quo. Unintended Consequences Problems not confronted. Little innovation. Nothing changes. **Core beliefs.

24. Sub-personality - Adaptive SpecializationSelf-organization “Diplomat” “i” Rebel Be Aggressive Control Be Esteemed . Curiosity Learning “I” Independence Strive for Nutrients Be Helpless Be Accepted Loved Affiliation Be Helpful Context Info In “I” Urge to Get Along Fit In + Reinforcing Info Out • Screens, sorts, selects and organizes incoming information. • Self-stabilizes its world view. Everything organizes around identity.

25. The “Commander” –Subpersonality - Adaptive SpecializationSelective SensingandLimitedResponse “i” “i” Independence Strive for Nutrients Affiliation Control Mindset / Purpose Context: Opportunities, challenges in chaos. Need for control. Threats: Limits Loss of Control Threat Radar Unintended Consequences “Hiders”. Relationship troubles. Live with it!!!-“Pebbles”. Turbulence/churning. Few want to work with them. Loss of trust and morale. **Core beliefs. Minuses * Limits are threats. * People are flawed. * Fear-punishment works. Over-controlling. * Power must be sustained. Impatient, easily frustrated Coercive-abrasively pushy. Publicly blames/attacks. Resistance to feedback. Plusses *Takes charge. Authoritative. Intelligent. Confident. Pushes self/others. *Sets high expectations. Dependable. Takes bold initiatives. Persistence. Decisive. *“Gets it Done”.

26. Subpersonality - Adaptive SpecializationSelf-organization “Commander” “i” Rebel Be Aggressive Control Be Esteemed . Curiosity Learning “I” Independence Strive for Nutrients Be Helpless Be Accepted Loved Affiliation Be Helpful Info In Context “I” Urge to Control Be Esteemed Be Loved + Reinforcing Info Out • Screens, sorts, selects and organizes incoming information. • Self-stabilizes its world view. Everything organizes around identity.

27. Balancing Subpersonalities Balancing__ Urge Motive • Function Urge Motive • Function + Reinforcing + Reinforcing Need Affiliation Need Independence • Balancing feedback loops restrain the expression of either extreme. Everything organizes around identity.

28. Subpersonalities – PolaritiesCommon Distortions Found in Subpersonalities –Martha Crampton

29. Who am I? Some of my current Subpersonalities

30. Interpersonal Situations

31. IdentificationReactive Perceptions and Emotional Escalations in Conflict “i” • People tend to identify with defensive strategies “Fighter”- “Judge” - “Justifier”in conflicts and search for causes of their own and others’ behavior. • The “Justifier” attributes the cause of their errant behavior to the context of the situation. “I walked out because you provoked me”. • The “Judge” attributes the cause of the other party’s behavior to a flaw in personality. “You were late for the meeting because you’re irresponsible”. • We tend to project out responsibility and personalize the problem. • This is a major cause of “pebbles” and sustained conflict.

32. Why People Resist Change. “i” Change I Don't want to... (disconfirm something I am identified with).

33. Key principles of Subpersonalities • Self-organized around certain needs, wants or inner promptings in a particular context or environmental pressure. • They develop beliefs, mindsets, mental models, feelings, qualities and behaviors to satisfy those needs and wants. • We tend to reflexively identify with whatever subpersonalityis associated with the context or has the greatest pull on our “I”. • Some sub-personalities, while well-intentioned, have behaviors that are less appropriate in today’s world. Some are defensive strategies. • When we over identify with oneof those roles, we are cut off from the qualities, traits and attributes of all the others, thus limiting our ability to accurately sense and effectively respond. • The key is evolving them, synthesizing new ones and self-management.

34. THE EVENING REVIEW – Subpersonalities • This exercise is best done as the last thing in the day. 15 minutes • Pick a subpersonality or two that you consider most active or most important at this time in your life. Review your day, playing it back like a movie, focusing on when the subpersonality was active. • Assume the attitude of a detached objective observer or fair witness. Calmly and clearly register what happened without excitement, elation at a success or depressed or unhappy about a failure. Just a calm registering in consciousness of the meaning and patterns involved. • What were the valuable qualities and the limitations of each? • How did each help me or get in my way? • Were there any conflicts between them? • What part did I take in harmonizing and directing them? •  Take notes. Pay particular attention to insights you have. By reviewing the written notes over a period of time, you may observe patterns and trends not otherwise apparent.

35. Reflexive Identification Dilemma “i” Choices Dis-identified Choices Over-identified + and – • Focuses attention / interest. • Seeks and organizes knowledge/skills. • Filters distractions. • Limits Sensing. • Limits Response. • Blocks other competencies. • Creates attachments. • Resists change.

36. The “I”Awareness and Will • Awareness. We don’t have a choice until we see a choice. • Early warning signs of stress responses and defensive strategies. • Over identification with any “Success Strategy” or habit. • Hidden assumptions / beliefs. • Our purpose or intention in the situation. • Will. We can’t choose without the will power to overcome momentum. • Learn how to dis-identify and identify. • Understand / apply stages of the act of will. • Leverage skillful will.

37. The “I” • AwarenessWill We are dominated by everything we become identified with. We can master, direct, and utilize everything from which we dis-identify ourselves. Roberto Assagioli, MD, Psychosynthesis One of the purposes of all meditative techniques is to give you that ¼ inch of space between you and your Sub-personalities, thoughts and emotions. Marriage counselors and mediators spend 80% of their time getting the participants to step back or dis-identify from a point of view.

38. Personality as Complex Adaptive System Changing Environment Changing Environment Complex Adaptive Behavior Info Out Info In Emergence Negative Feedback Positive Feedback “I” Info Out Info Out Info In Self-organized Subsystems Changing Environment Changing Environment A system that can see itself and act on what it sees is inherently more effective and agile.

39. Leverage Points to Intervene in a System • The strength of negative feedback loops, relative to the effect they are trying to correct against. • The gain around driving positive feedback loops. • The structure of information flow (who does and does not have access to what kinds of information). • The rules of the system (such as incentives, punishment, constraints). • The power to add, change, evolve or self-organize system structure. • The goal or purpose of the system. • The mindset, purpose, culture or paradigm that the system — its goals, structure, rules, delays, parameters — arises out of. • The power to transcend paradigms.

40. Awareness – Accurate Sensing “I” • Peripheral Sensing • EWS • Subpersonalities • Thinking • Assumptions • Beliefs • Level of Consciousness • Context - Needs / Purposes in Play

41. Will -Effective ResponseThe inner power to make choices independent of identification, impulse, thought, feeling or desire. • Dis-identification • Overcome the momentum of habits, dis-identify and choose. • Does not mean ‘getting rid of.’ • Manage or change feelings, thoughts, “Defensive Strategies” and Subpersonalities. • Manage stress and distractions. • Control or reject unnecessary or harmful impulses. • Choose the behavior most appropriate to the purpose of the situation . • Understand and apply stages of the Act of Will. • Increases motivation and energy. • Overcomes laziness and procrastination. • Accelerates change and the learning of new Subpersonalities. The saying, "We are what we will be," expresses the intimate relationship of the will to the core of human existence.

42. iPower™CD Agile Evolutionary Learning-What’s Next? Magnetic Learning Best Practice Creative Identification Catalyze Self-organization Accelerate Learning iDirect Best Practice Peripheral Sensing/Will Dis-identification/Identification Cut and Paste Best Practices Managing Frustration/Anger Anxiety/Fear “i” iDiscover Best Practice Discovering a deeper I Peripheral Sensing / Awareness • IQ Boosting Music

43. R. Assagioli’s The Stages of the Act of WillFROM INTENTION TO REALIZATION • The Purpose, Aim or Goal. • Deliberation. • Choice and Decision. • Affirmation: the Command, or "Fiat," of the Will. • Planning and Working Out a Program. • Direction of the Execution. • Will-Self Leadership Process * *adapted from R. Assagioli’s Act of Will

44. Skillful WillR. Assagioli’s Psychological Laws • Law 1. Images or mental pictures and ideas tend to produce the physical conditions and the external acts that correspond to them. • Law 2. Attitudes, movements, actions tend to evoke corresponding images and ideas; these, in turn (according to the next law) evoke or intensify corresponding emotions and feelings. • Law 3. Ideas and images tend to awaken emotions and feelings that correspond to them. • Law 4. Emotions and impressions tend to awaken and intensify ideas and images that correspond to or are associated with them. • Law 5. Needs, urges, drives and desires tend to arouse corresponding images, ideas, and emotions.

45. Skillful WillR. Assagioli’s Psychological Laws • Law 6. Attention, interest, affirmations, and repetitions reinforce the ideas, images, and psychological formations on which they are centered. • Law 7. Repetition of actions intensifies the urge to further reiteration and renders their execution easier and better, until they come to be performed unconsciously. In this way habits are formed. • Law 8. All the various functions, and their manifold combinations in complexes and subpersonalities, adopt means of achieving their aims without our awareness, and independently of, and even against, our conscious will. • Law 9. Urges, drives, desires, and emotions tend and demand to be expressed. Drives and desires constitute the active, dynamic aspect of our psychological life. They are the springs behind every human action. • Law 10. Psychological energies can find expression: 1.Directly (discharge-catharsis) 2.Indirectly, through symbolic action. 3.Through a process of transmutation.

46. Process of Personal DevelopmentAgile-Evolutionary Learning “There is something called learning at a rather small level of organization. At a much higher gestalt level, learning is called evolution.”Gregory Bateson “The mainspring of creativity appears to be man's tendency to actualize potentialities as the organism forms new relationships to the environment. This tendency may become deeply buried and awaits only the proper conditions to be released and expressed.” Carl Rogers “Not much can happen until and unless management changes it’s self-image.” W.E. Deming “You never change things by fighting the existing reality.  To change something, build a new model that complements or makes the existing model obsolete.”R. Buckminster Fuller, Critical Path Everything organizes around identity.

47. Stages of DevelopmentStudies You Me WE Disidentification

48. Why People Resist Change. “i” Change I Don't want to... (disconfirm something I am identified with).

49. iPower™ “I” • New Role • “Inquirer” “Success Strategies” Thinking/ Feelings “Defensive Strategies” Agile EvolutionaryLearning-Create new “Subpersonality” Everything organizes around identity. Energy follows attention, thought and identification. +

50. Creative Process-Self-discover Emergent “Subpersonality” Current Over Used “Subpersonality” NewComplementary “Subpersonality” iPower™ Direction “T-REX” “Diplomat” “Superman” “Tough Decision Maker” “Collaborative Leader” Interdependence “Sensor” “Director” “Seed Man” “Collaborative Leader” “Achiever” Independence “Catalyst Strategist” Interdependence “Strategist” Interdependence