Change Your Thinking, Change The Conversation, Change the Outcome

Albert Einstein said, “We cannot solve our problems with the same level of thinking we used when we created them.” The question is, how do we go about changing our thinking?

einstein - solving problemsWorldview Intelligence has been proven to provide a mechanism to do just that. It is an approach that can be applied to a variety of organizational and community challenges and it offers a framework that enables people to organize their thinking differently. It provides new language to address stuck issues and it offers a way to see and understand the complexity that so many of us are challenged by.

A number of explorations are possible with the same WVI framework including personal, professional, team, organizational, culture and social systems. The fact that the same framework applies in all these situations makes it sticky. And, our clients have told us it is like “having a secret weapon that gives us the skills, power and confidence to change outcomes.” It is a Worldview Intelligence Advantage.

If you want to sample what it is and the power and potential of Worldview Intelligence, Jerry Nagel and I are offering a one day introduction on November 30, 2017 in Dartmouth, NS, partnering with the Halifax Department of Diversity and Inclusion. There is still space and we would love to have you join us.

Clients who have benefited from the Worldview Intelligence approach include a 200,000 member union in New Jersey shifting its primary focus from service to organizing, a growing health care organization in the mid-US wanting to bring coherence across the mergers and acquisitions that have fuelled its growth, a small community addressing the issue of workforce readiness and availability of workers in the region over the next few decades, side-by-side white and Native American communities wanting to bridge cultural worldviews and change the nature of their relationship, a local Law Society shifting the culture of the regulation of law in their province, and the national energy utility in Bermuda.

There Are No Simple Solutions to Complexity

We want it to be simple. We groan under the weight of the increasing complexity we are experiencing – at work, in life, in our communities and in political environments. We bemoan the fact there are no silver bullets even while we continue to search for them.

Not only do silver bullets or simple solutions to complex issues not exist, but when we try to apply any we have come up with, they do not work. We end up in a situation where fixes fail or backfire loops emerge. Fixes that fail is when the solution we apply backfires and the problem or issue still exists either in its original form or worse. Unintended consequences spin off increasing the complexity of the circumstances we have been attempting to address.

Examples of unintended consequences abound but one example from our Worldview Intelligence work is with a health care client we work with in the US. The client piloted a new approach to patient care in six of its more than two hundred clinics across three states. Including one of these clinics in the pilot put its relationship with two other nearby clinics in jeopardy – a relationship they had invested years in building to create a common patient experience – because the one clinic was now operating differently.

So, if simple solutions do not exist, how do we find our way forward? One way is to illuminate the complexity, the relationships and the underlying patterns. Working with a Nova Scotia client recently that has a strong reputation Nationally and Internationally for the work they do, where they work in numerous coalitions and collaborative relationships to accomplish their mandate, they were invited to map their system and relationships.

Map cropped

Mapping shows the messiness and the complexity of the system. It illuminates what people try to hold in their heads, resulting in less stress and greater capacity to address issues and plan.

The map showed the dynamic complexity of their work. A surprising outcome to them was that in making the complexity visible, it reduced the sense of overwhelm and stress many of the staff felt, untangling the complexity and offering clear ways forward in their work planning, including identifying meetings, who needs to be involved in which conversations to which degree.

Worldview Intelligence explorations do not necessarily reduce the complexity, but by illuminating it, shows ways to address it and then change the outcomes.

A Mess of Contradictions. How Do We Find Ways Forward?

Do you believe you are not biased? Or, not very, anyway? Would it surprise you to know that each of us is born with a built in bias called “naïve realism”, where we believe we are not biased?

Naïve realism makes us believe our own views are reasonable, even if they are not. It makes it easy to default to judgment of other people and their views — because they are “just wrong”. It is as if accepting another person’s experience or view somehow invalidates our own or makes us wrong, and we have a hard time with that. But we live in a world where multiple truths, multiple experiences, multiple views and opinions exist. Not just some of the time. All of the time. It is all real. It is all true, to one degree or another. Generally, those degrees closer to our experiences are easier to accept, those most different are harder to accept.

The idea that views can be so easily categorized as right and wrong is antithetical to finding our way out of the increasingly fragmented, polarized and often inflamed exchanges we increasingly find ourselves in or witnessing. We see people, sometimes even ourselves, resort to the most primal of instincts of defending our own views and dismissing another’s views. We have seen these exchanges descend rapidly into de-humanizing another person or group simply because of disagreeing with their views or trying to protect our own or our own sense of identity, our territory or turf. And, of course, there is also nothing simple in this.

How is it that we come to defend our own views passionately even when so much contradictory information exists? How did we come to such a toxic state of public discourse? It is complex, there are several dynamics at play including fear and behavioural sciences offer us an opportunity to find our way to understanding – even when it presents us with “cognitive dissonance”.

Cognitive dissonance is that feeling of discomfort that occurs when we try to hold two contradictory thoughts, opinions or views at the same time. One view resonates with our beliefs and the other disagrees with it. When we are presented with evidence that works against our beliefs, to maintain a feeling of comfort, we reject the new evidence. What if we were able to hold that space and live into that discomfort for even a few minutes? And then a few minutes longer? Without feeling like you have to give up your own view or invalidate your own experience, could you possibly come to enough curiosity to try to understand why another person feels the way they do, why they hold the view they do, what it is in their experience that has shaped their worldview?

Our view of the world – our worldview – is shaped locally and socially – by where we are at any given time and by the people we come into contact with, from when we are born to now. Our views shift and change over time, often without our awareness of it happening. Our views of the world are supported and reinforced by the people we surround ourselves with. If we are part of a dominant culture it can be less easy, and sometimes almost impossible, to see and acknowledge the perspectives and experiences of other people.

At any given time in society, there are voices that go unheard and oppressed. While this may not surprise us, what does surprise us at times is who or what groups feel unheard and oppressed. We might expect to hear it from Native American or First Nations or African American or African Canadian populations but are surprised, for instance, to hear it from white people in the rust belt of the United States. The inability to hear it keeps it under the surface, bubbling along until something occurs to inflame it.

The current US president has tapped into themes that many people believe deeply in – so deeply that it is part of their sense of identity. When our identity is threatened, we respond as if our very life is threatened. That is one reason why there is so much defensiveness and combativeness in exchanges. And why we pick through information to hold onto that which supports our sense of identify despite so much contradictory information existing.

Underlying all of this is a sense of betrayal – many people who voted for the current president have felt betrayed for a long time by systems that have not worked for them. They were likely joined by those more recently feeling disaffected or like their voice is not being heard. Those who are now at the behest of a current administration they did not vote for feel betrayed by those who did. We dance around this betrayal because we do not know how to confront it in ways that lead to dialog and understanding, and because betrayal is a word laden with dark emotional significance. Most people can barely take themselves to the place of even being able to say the word and acknowledge their experience, let alone recover from it.

Our greatest opportunity to influence someone – or even ourselves – is before we make a decision. Once we make a decision, we go out of our way to confirm and reconfirm it, becoming more attached to it in the process. We are motivated to defend and reinforce our decision – “motivated reasoning” – because it is now part of how we see and understand ourselves. Changing our mind is tantamount to an identity crisis, so we keep looking for information that supports our point of view – “confirmation bias”. The more we do this, the more we change the circuitry of our brains, deepening particular neural pathways, making it easier and faster for cues to travel these pathways. The more attached we become to our decision, our view, the more likely we are to ignore contradictory information – obviously it can’t be true and also to fall into disbelief about how the other person or group could possibly think and act the way they do. Just notice what links you click on and what ones you don’t. Notice your reaction to contradictory information or views.

Our total disbelief that others could have a contradictory view, which we often believe is not based in fact or reality because it is not based in our facts or reality, further hinders our potential to be in productive conversation. Instead of trying to understand this different perspective or how someone came to hold it we are more likely to want to ridicule them and be angry at them. This is not compassionate or empathetic to those who hold a different perspective and being compassionate or empathetic does not mean we need to agree with them or change our own view.

It is complex and it requires us to find points of connection, to meet each other in our humanity — which is easy to say and less easy to create the circumstances and environment where we can find these points of connection especially when in the presence of very disparate points of view. If National discourses do not take us in this direction, then we, each and every one of us who remembers our basic humanity, need to sit with what we do not know, sit with the uncomfortableness that arises from our own dissonance to find ways forward. Maybe we need to go out and find the very thing or person we think we fear to find a way to build strength and opportunity from and through our differences. How else do we do this thing?

befriend the other

Note: In a recent Worldview Intelligence program as we explored this very topic, it was pointed out that there is a time and place for different responses and responding to an injustice occurring right in front of you might be a time for action now and conversation later. The need to create exploratory spaces does not mean there is also not a need for other courses of action. It is not one or the other but many possibilities at any given time.

 

Amy Brierley on the Accessibility and Applicability of the Worldview Framework

The Worldview Intelligence framework makes it easier to understand complexity, systems change and social systems, translating macro concepts into accessible, applicable concepts. Amy Brierley is finishing up her OceanPath Fellowship and believes the framework will allow her to evaluate and make conclusions about her work and that the shifts in mindset that occurred during and following this program will help her on her future path. She noted the need to stay curious and was delighted by the knowledge generated within the group.

The Rapid Evolution and Growth of Worldview Intelligence

We have been saying, to anyone who will listen, that the work of Worldview Intelligence is rapidly evolving. If you look at what’s been emerging and developing since our first Worldview Intelligence program in Halifax in August of 2013, there is a lot of evidence to support that claim and we will share a few of those stories and examples here.

But first, as we are asked by clients and other interested individuals, what is different or unique about Worldview Intelligence and as we continue to be curious about the quality of conversations people enter into and the revelations which emerge, the most unique contribution Worldview Intelligence brings is the framework of the Six Dimensions of Worldview Intelligence which we came to through Jerry‘s research for his PhD dissertation. This framework, based on the Apostel Framework, enables people to take a step back from whatever the situation is they are involved in, ask different questions and literally get a different view – which then enables them to respond and to strategize differently – whether we are talking personally, professionally or organizationally. And it changes the quality and depth of the conversation – every time.

So, what have we been up to?

We produced a short introductory video on Worldview (thanks and gratitude to Claire Fraser for her excellent work).

There have been exciting developments in practical application in our client work. Over the last few months, Jerry and I have been able to bring Worldview Intelligence to a variety of different client engagements where we have tailored the exploration to very specific client outcomes. Some examples follow.

In the spring, I used Worldview Intelligence with a local client, a sport recreation facility in Nova Scotia, to give them a framework for communicating with each other in new ways.

In July 2015, Jerry and I used it to help the grants department at US based Foundation to collectively explore its organizational worldview, specifically in understanding the interrelationship with the worldview(s) of its various grantee populations.

Working with a professional association in Nova Scotia in September 2015, we created a tailored leadership program for association members in the province where they used Worldview Intelligence to understand their leadership role and opportunity within their profession, the environments they work in and in the larger healthcare sector they are part of. The insights they gained will enable them to approach their working relationships in new ways whether directly in their work environments or with other healthcare providers.

Then Jerry did a day long session with entrepreneurs in South Dakota offering Worldview Intelligence as a way for them to think about themselves, their work and the contexts they find themselves in.

In early October 2015, we worked with a leadership team from a US based healthcare organization. The organization has 30,000 employees in their region and they have been growing quickly, partly through mergers. In their worldview exploration we looked first personally for each person to understand their own worldview and to connect in new ways within the team. Then we used Organizational Worldview Intelligence to think about their work internally and their interaction with other teams. Finally we used the Social Systems Worldview Intelligence exploration to look at their relationships in the various communities they are located in, discovering points of commonality and points of difference or uniqueness to each community that both influences their work and informs impact and enabling a new conversation between the different community sites.

Worldview Intelligence has three categories of exploration: personal, to understand how, as an individual, we each see the world and what has influenced this. A variant of the Personal Worldview Intelligence exploration is a professional exploration – who am I in my professional role? Organizational, for collective understanding of an organization’s worldview and how that impacts how the organization operates and how employees interact internally and externally. This often illuminates gaps or other dynamics that impact organizational performance. Social Systems Worldview Intelligence exploration which is proving useful in understanding the community context that an organization works within, how to engage stakeholders in more meaningful ways and as a way to do an environmental scan and to enter into strategic planning or change management processes.

We have worked with Worldview Intelligence in a variety of cultural settings including in Nova Scotia, in the US and in Europe (with the European Commission in Brussels and with University Exchange/International students and at a university in France). We are headed to Australia in November 2015 to work with a client and to offer a three day open enrolment program there.  No matter where we go, the audiences we work with engage in the exploration with receptivity and thoughtfulness, developing a plan of application suited to the environments they find themselves in.

We are developing assessment tools to track the impact of participating in a Worldview Intelligence Program in both the short and longer term. We have developed a solid keynote on Worldview Intelligence and we continue to improve the images and frameworks we are working with. We are writing a book building off of Jerry’s dissertation, adding in hands-on practical application examples we have been privileged to be part of over the last 15 months and hopefully writing in a style that will make it an easily digestible business book. We’ll let you know when it’s available.

An example of a graphic we've updated since we started this work.

An example of a graphic we’ve updated since we started this work.

And, as I said at the outset of this post, we are more than willing to talk to anyone who will listen. Contact us if you want to know more or you want to be an early innovator and adopter with us on this journey.

Transformative Questions Can Shift Worldview

 “The success of the intervention is dependent upon the inner condition of the intervener.” William O’Brien (deceased), former CEO of Hanover Insurance

QuestionsQuestions. When we adopt inquiry as a core part of a way of being in the world there are always questions. Some are simple: “How are you today?” Some are reflective: “Why did I say that? How can I help in this situation?” Some challenge us to explore areas of interest more deeply: “What is the theory behind…? How can we be intentional about collective transformation?” Some are at the core of our worldviews: “What is really real? Who am I? Why am I here?”  And sometimes a question can change our lives by creating the conditions to alter our worldview. The asking of a simple question can be a transformative experience.

Jerry Nagel Floor Teach ed

July 3rd, 2003 I experienced the transformative question that started me on a journey that would shift my worldview, although I didn’t know it at the time. I was part of a small group of people working on agriculture and rural policy issues in the United States that had traveled to Europe to examine how environmental and social values were impacting European agriculture practices.  During dinner one evening a powerful question emerged within the group that influenced our conversations for the rest of the trip.  The question was “Have we been asking the same questions [about rural development policies] over and over for so long that we don’t even know what the right question is anymore?”

This transformative moment started me on a journey of exploration, learning and self-reflexivity that has led to a shift in my worldview, a change in professional focus and a reconnecting with a curiosity about human behavior that I had explored in my early teens. It also reconnected me to a strongly held belief in human possibility that developed in my late teens and twenties and a deeper awareness of our connections to something greater that, for me, is sensed most during my times in nature.

in nature

As I explored ideas, methods and programs to find the right questions for addressing the current rural policy issues in my work back home in Minnesota in a change lab initiative called the Meadowlark Project and through my participation in the Donella Meadows Leadership Program, I couldn’t escape a similar question that was simmering within me, “What was my own personal ‘right’ question?” Having spent my professional and intellectual life working as a research economist on rural development with a worldview that assumed that if we created investments in the material well-being of people and communities (jobs, buildings, roads, etc.) then rural communities would thrive, it surprised me to discover that when I challenged my professional worldview I was also challenging my own personal worldviews and related sense of self or identity as an economist.

There were two big learnings from my work with the Meadowlark Project Change Lab. First was a recognition that while we all wanted to have the difficult conversations about the challenging and complex issues the Change Lab was working to address, we didn’t have the skills to have them. Second was a realization that while addressing the material well-being of a community was important and necessary, it was not sufficient to build a wholly healthy community. To do so both the material and human side of a community’s life needs to be addressed.

I found myself drawn more and more to actions that connected the work of rural development with one’s own or a community’s set of values and beliefs, which also connected with the work of my own personal explorations.

“The essence of our leadership journey is about growing into our true identity as a leader and, by doing so, accessing an intelligence that is greater than ourselves and encompasses the whole.” – Petra Kuenkel, Mind and Heart, 2008

As someone trained in economics, my worldview was deeply embedded in the notion of ‘man’ as an independent actor making rational choices of pure self-interest. I found myself challenged by the paradox that we humans experience ourselves as separate, unique and free individuals, and the social constructionist perspective, which I was learning about and coming to accept while writing my doctoral thesis on worldview and Art of Hosting, that everything that we are and all that matters actually comes from our relational experiences as humans and that this begins the moment we are born (and possibly before).

These paradoxes troubled me for some time, as I also sensed that exploring them was part of the journey to connecting with my life journey. So, while keeping one foot solidly planted in the work of answering the emergent questions about rural development policy I also committed to an even more intentional self leadership exploration of the deeper questions of “Who am I? What is my nature?”

The challenge it seemed to me in this exploration was to let go of attachments to specific images of myself that would prevent me from not only participating in whatever evolutionary changes this journey might offer, but also prevent me from seeing the whole and my relatedness to it. I was beginning to understand that my journey was becoming an exploration of the ‘range’ of me rather than the ‘one’ of me.

The work my colleagues and I have taken on through the Art of Hosting Conversations that Matter invites us into a wholeness – a way to connect how we are in the world with practices that support our actions. It also invites us to continually be aware of our worldview(s) and the impact on our leadership and hosting.  For me, as an AoH practitioner and host, this is an essential element in the exploration of growing my leadership and my hosting artistry.