“The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.”
― Marcel Proust
There are many things you know to do to have results you want. However, even having knowledge of those things and what to do, does not guarantee you or others will do them.
Understanding Information as information does not guarantee action. Most “how to” books leave you with little, if any, access to effective action. For example, there are many, many books on what makes a great leader or how to be a great leader. This tells me that no one knows anything about Leadership. There ought to be one book on Leadership that defines what is missing, what needs to be provided or changed and then the execution. Not the case… There are great and colorful descriptions of what is being addressed, but that does not give you access to acting as an effective leader.
What will make the difference to giving you access?
Finding that out for yourself. That is to discover, discovering. We are experts in our ability to communicate our work in a way that you can discover it for yourself.
Applying this to organizational concerns you see a similar parallel. Over 70% of corporate change efforts fail or never get off the ground.**
We have developed methods of working and partnering with clients that focuses on their discovering for themselves, what they need to know and the way in which they need to know those things, that matters. This results in new and effective action.
Come discover our work for yourself. Even as a successful company, bring us a concern, commitment or objective that is not quite working for you, or has never been resolved. Maybe it’s a product to market concerns, or delivering on targets or goals that must happen by a certain date. We will discuss how our methods produce immediate results now.
We deliver transformative learning programs:
Drawing on the ideas in, and using certain words and phrases from, “Learning As Transformation” by Jack Mezirow and Associates (2000, chs. 1-3):
Informative learning and transformative learning are both valuable and appropriate. However, transformative learning occurs in a different dimension than informative learning.
- Informative learning endeavors to increase the sum of what we know, to add to our available skills, to extend our already established cognitive capacities. Informative learning seeks to bring valuable new content to add to or fill in what our prevailing worldview and our pre-existing frames of reference already allow. In summary, informative learning adds ideas and capacities that are compatible with our prevailing worldview and our pre-existing frames of reference.
- Transformative learning on the other hand provides us with the opportunity to become aware of the interpretations and beliefs we hold as “the way it is”. That is, to critically reflect on the underlying network of ideas, beliefs, biases, social and cultural embedded-ness, and taken-for-granted assumptions that constitute our worldview (model of reality) about the world, others, and ourselves, and our frame of reference (mindset) relative to this subject or that subject.
We rarely ever even consider the fact that we have a worldview and frames of reference. This leaves us ignorant of the impact of the constraining and shaping imposed by our worldview and frames of reference on our perceptions and consequently on our actions. We never know what we don’t see at all, and with what we do see, what of it is actually distorted.
Rather than simply adding to what is currently allowed (compatible with) our prevailing worldview and pre-existing frames of reference, we explore our worldview and frames of reference themselves – their genealogy, internal logic, and uses – as well as assess the costs and benefits, and advantages and disadvantages, associated with our particular worldview and frames of reference.
Transformative learning does not merely add to or correct your store of information. Using transformative learning offers the opportunity to discover and eliminate the constraints and shaping imposed by your worldview and your frames of reference relative to who you are for yourself, and relative to your effectiveness in groups, teams or organizational concerns.*
* taken from a program description of the “Being A Leader and the Effective Exercise of Leadership Program” offered by the Erhard-Jensen Initiative
“The flame of conception seems to flare and go out, leaving a man shaken, and at once happy and afraid. Charles Darwin said his Origin Of the Species flashed complete in one second, and he spent the rest of his life backing it up: and the theory of relativity occurred to Einstein in the time it takes to clap your hands. This is the greatest mystery of the human mind – the inductive leap. Everything falls into place, irrelevancies relate, dissonances become harmony and nonsense wears a crown of meaning. But the clarifying leaps springs from the rich soil of the confusion and the leaper is not unfamiliar with pain.”
— John Steinbeck, Sweet Thursday
The flame of conception seems to flare and go out, leaving a man shaken, and at once happy and afraid. Charles Darwin said his Origin Of the Species flashed complete in one second, and he spent the rest of his life backing it up: and the theory of relativity occurred to Einstein in the time it takes to clap your hands. This is the greatest mystery of the human mind – the inductive leap. Everything falls into place, irrelevancies relate, dissonances become harmony and nonsense wears a crown of meaning. But the clarifying leaps springs from the rich soil of the confusion and the leaper is not unfamiliar with pain.
John Steinbeck, Sweet Thursday