[Neurons] 2009 Meta Reflections #40

[L. Michael Hall]

From: L. Michael Hall, Ph.D.

Meta Reflections #40

Sept. 21, 2009

The Fifth Discipline and Self-Actualization #2

 

 

 

THE FIFTH DISCIPLINE THROUGH

THE EYES OF SELF-ACTUALIZATION 

 

 

 

For author Peter Senge (1999) "personal mastery" describes what we in
Neuro-Semantics and Meta-Coaching call "self-actualization."  I described
that in the last Meta Reflection (#39).  So with regard to this, Senge asks
this question: "If a leader is intent on fostering 'personal mastery,' what
can a leader do?"  As you look at his answer, notice how it is all about
creating a self-actualization culture in the business.

"They can work relentlessly to foster a climate in which the principles of
personal mastery are practiced in daily life.  That means building an
organization where it is safe for people to create visions, where inquiry
and commitment to the truth are the norm, and where challenging the status
quo is expected- especially when the status quo includes obscuring aspects
of current reality that people seek to avoid." (p. 172)

 

But there's a problem with this.  The problem is that of needy leaders (not
self-actualizing leaders).  The problem is that of leaders needing approval,
power, status and all of the other values and gratifications of the lower
needs.  So Senge, quoting from Robert Swiggett, retired CEO of the
Kollmorgen Corporation, includes this quotation about "power" as an
interference to creating a self-actualizing culture: 

"In moving from the traditional authoritarian, hierarchical organization to
a locally controlled organization, the single greatest issue is control.
Beyond money, beyond fame, what drives most executives of traditional
organizations is power, the desire to be in control.  Most would rather give
up anything than control." (p. 290)

 

While this is a problem for leaders living at the lower needs, it is not a
problem for self-actualizing leaders.  Leaders who live at the level of
self-actualizing see "power" not in terms of power over others, but power
with others.  Real power is not dictator orders or micro-managing the
actions of others.  Authentic power enables others to work together toward a
common objective and equips people for making that happen as a collaborative
effort.  Authentic power is being able to achieve one's objectives through
and with others.

 

What energizes a leader to persist is truly believing in the
self-actualization vision.  And specifically, they believe in pushing power
and decision-making to the contact points- the points where "the company"
(e.g., the front people) meet the customers.

"Unless they believe that the quality of learning, the ability to adapt, the
excitement and enthusiasm, and the human growth fostered by localness are
worth the risk, they are unlikely every to choose to build a locally
controlled organization.  That is why localness is unlikely to endure unless
it is an aspect of the organization's vision." (p. 291)

 

If "localness" is a new or strange word for you, it is the worrd Senge uses
to refer to pushing decision-making, "control," and power down the levels in
the organization to where the action is, to where the people who implement
the vision or provide the service works.  

"Localness means unleashing people's commitment by giving them the freedom
to act, to try out their own ideas and be responsible for producing
results."

"People learn most rapidly when they have a genuine sense of responsibility
for their actions.  Helplessness, the belief that we cannot influence the
circumstances under which we live, undermines the incentive to learn, as
does the belief that someone somewhere else dictates our actions.
Conversely, if we know our fate is in our hands, our learning matters." (p.
287)

 

So again, while Senge does not use the term "self-Actualization," he does
constantly refer to the values and premises of self-actualization,
especially about supporting the full development of people.

"Learning organizations enter into a new compact ... with its members.  The
essence of this compact is the organization's commitment to support the full
development of each employee, and the person's reciprocal commitment to the
organization." (p. 311)

 

And why do they do it?  Self-actualizing leaders do it because of who they
are-they gain a deep satisfaction in empowering others and being part of an
organization capable of producing results that people truly care about.

 

So here we have Peter Senge, back in 1990, writing about Self-Actualizing
Leaders and Companies even though he did not use that terminology.  As a
comparison between what Senge presented and what we have in
Self-Actualization Psychology - the hidden psychology of NLP and the
explicit psychology of Neuro-Semantics and Meta-Coaching, here is a summary:

 

            The Fifth Discipline Model
Self-Actualization

 

1) Systems thinking                                                 1)
Holistic thinking

     Contemplate the whole as a pattern.
Transcending the elementalism of mapping

     Unity of snapshots of isolated parts.                           things
as parts, seeing mind-body as a 

     Recognizing, understanding, and using                      system
within systems, seeing the whole,

     systems language including archetypes.                    and
inter-relationships.

     Find leverage points in the system.                            Finding
leverage points in the Matrix system.

 

2) "Personal Mastery"                                              2)
Self-Mastery  

     High level proficiency in a given area                       Unleashing
your highest meanings and values

     that deeply matters to you.  Developed as                and developing
your best talents.  Stepping 

     you clarify what's important to you and                     into the
zone or "flow" state (the genius 

     see current reality more clearly.
state).  Actualizing your real authentic self.

     Continually expanding your ability to                         Being
unleashed from interferences and 

     create the results you want.  Viewing life                  unleashed
to possibilities.  Skilling-up for

     from a creative viewpoint rather than reactive.         ever-new levels
of competency and expertise.

     Use creative tension to energize activities.               Identifying
and developing your innate

 
powers for personal empowerment.

 

3) Mental Maps                                                         3)
Meaning - Meaningfulness

     Assumptions in understanding the world.                  Your
meaning-making power through meta-

     Using learning conversations to bring key                 stating to
set frames.  Using meta-questions to

     assumptions to the surface.  Developing                  explore the
meta-levels of frames in the 

     generative learning through reflection and                matrix of the
mind.  Using meta-cognitive 

     inquiry to articulate your thinking.   Using                  skills to
reflect and think about your thinking, 

     "Left Hand" column to identify what you're               identify
cognitive distortions, and make 

     thinking but not saying.  Distinguishing "data"           thinking
explicit.  Distinguishing sensory-

     from assumptions and theories.                                based and
evaluative-based information.

 

 

4) Building Shared Vision                                       4) The
Self-Actualization Vision

     Holding shared picture of the future that people       Using the
premises of self-actualization: 

     care about, using the skill of envisioning,                    people
have a higher nature, are driven to 

     Inspiring vision that focuses energy.  The vision         meaning,
responsibility, contribution, the 

     must be personal, must emerge from participation.    being-values.
Looking for the signs of a 

     Choosing to enroll due to belief that we can truly
self-actualizing company: Engagement.  

     shape our future.  Acknowledging current reality.       Empowering for
response-ability and     

     Deep listening to each other.
accountability.

 

 

5) Team Learning                                                    5)
Self-Actualization Cultures 

     Using of dialogue for allowing meaning to                  Designing
companies and organizations

     flow through the conversation of inquiry                     for
self-actualization values as values of the

     and advocacy.  Creating an aligned team.                  culture:
participation, conversation, choice,

     Developing team learning.  Observing our                  empowerment,
respect, colleagues, etc.

     own thinking by suspending assumptions.                  Developing
trust as the foundation for open

     Enabling conflict to become productive.
communication.

     Creating safety for suspending defensive routines.

 

 

 

 

 

 

 

 

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Includes also Module II (Coaching Genius).  

            Guangzhou, China:  Sponsor: Team Huang --- supported by
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5) Mexico --- 2010

     In two parts --- March 4-7 (March 3 for Team Leaders) and April 15-18
(April 14 for Team Leaders). 

     Sponsor: Salom Change Dynamics-  www.salomchd.com  (55) 30930687 ---
emilia at salomchd.com

 

 




 

 

 

 

L.  Michael Hall, Ph.D.

International Society of Neuro-Semantics

Meta-Coach Training System

P.O. Box 8

Clifton, CO.  81520 USA

1 970-523-7877

1 970-523-5790 fax

      <http://www.neurosemantics.com/> www.neurosemantics.com 

       <http://www.neuro-semantics-trainings.com/>
www.neuro-semantics-trainings.com 

       <http://www.self-actualizing.org/> www.self-actualizing.org

       <http://www.meta-coaching.org/> www.meta-coaching.org

       <http://www.ns-video.com/> www.ns-video.com 

 

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Hall are sent out every Monday and meta-Coach Reflections sent out every
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