Tag Archives: responsibility

Rethinking LEADERSHIP

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In speaking with Dr. Joe Dispenza, Gregg Branden remarked that he finds the shift towards the quantum awareness needed to create a better future most in the general population. Where he sees it least is in the leadership of our nations. His experience underscores my grave concern with what I’ve called the “international leadership deficit.”

It sketching a post called Leadership NOW, I recalled a relevant essay on Leaders. It will do for starters as an introduction to what will follow.

Here goes:

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ESSAY 4. LEADERS

Powerful individuals never show their strength, yet others listen to them because they seem to know. They radiate knowledge, but it is an intuitive knowing that comes from a direct understanding and experience with the ways of nature. — R.L. Wing, The Tao of Power

When it comes to answering the big questions such as what is going to happen to the world as a whole in five or ten years’ time, or even half-a-century hence, we are even more keen to find out what is likely to happen. For it will inevitably affect not merely our own future, but that of our children and grandchildren too. . . Fortunately, it is here that the world’s great seers and sages come to our rescue. — Peter Lemesurier, Nostradamus: The Final Reckoning

It is extremely valuable to train the mind to stand apart and examine its own program. . . Training without such education narrows and closes the mind so that the assumptions underlying the training are never examined. That’s why it is so valuable to read broadly and expose yourself to great minds. — Stephen R. Covey, The 7 Habits of Highly Effective People

THE FRONT

According to Webster’s, “to lead” is to show the way, or direct the course by going before. To lead can mean to direct, guide, or cause to follow.

By extension, a leader is a person or thing that leads by directing, commanding or guiding as the head of a group or activity. In music, the leader is the conductor, who occasionally turns the lead over to soloists.

By definition, there are many kinds of leaders at every level of society. The scope of their responsibilities may be great or small. Followers can number from one to a multitude.

The native and institutional power any individual brings to a leadership role varies vastly. So also does the effect on others, either positive or negative. Leadership is not a fixed or absolute quality. Most of us act as leaders at one time or another, in one capacity or another. Most of us are leaders in some contexts, while followers in others.

Parents or caretakers who raise us are our primary role models. Next come teachers, who along with parents prepare us to live in the world and mold our early beliefs. Depending on their capacity for benevolence, they sow the seeds of trust or cynicism. Whether they feed or starve, honor or manipulate childish yearnings for acceptance and approval shapes our early years. The push/pull of positive/negative experiences later reflects in the quality of leadership we bring as adults to relationships and organizations.

Just as the seven energy centers influence conscious evolution, there are leaders who focus on each of these levels:

  • At the base chakra level, leaders take responsibility for the everyday maintenance of our infrastructure, keeping the roads in repair, the streets safe, the electricity running, and stores stocked.

  • At the second sacral level, they nurse, instruct and protect the young, the infirm, and those in need.

  • At the third solar level, leaders command our armies, negotiate union contracts and run for public office.

  • At the fourth heart center, leaders preach in the halls of worship, counsel those who seek solace and act as the peacemakers of the world.

  • Leaders at the fifth throat center open and expand the boundaries of knowledge, helping us define our ideas and ideals.

  • At the sixth, they serve as receivers of wisdom and transmitters of warnings about the future.

Wisdom traditions teach us to respect those more highly evolved than ourselves. They also hold those blessed with natural gifts and material abundance to a high level of accountability. It’s their responsibility to use their gifts to protect and uplift those they serve to the very best of their ability.

The immature look to more experienced teachers for guidance. But when we come of age, it is no longer appropriate to allow others to dictate our behavior. Ultimately, we must be led by the timeless, inner radar which informs us now as surely as it guided those willing and able to listen to stillness in ages past.

THE BACK

The positive complement of leaders are willing and worthy followers. Following implies loyalty, humility, sincerity and competence to comply with leaders’ decisions. The benefits of following include the opportunity to learn from those who know more and to share in projects they initiate for the common good.

The dark flip-side of leadership is coercion. Tyrants elevate themselves over others using psychological manipulation, intimidation and brute force. They inhibit and consume energy, discouraging free expression and growth. They can enforce the illusion of social cohesion, but cannot command love or loyalty.

Who Is Qualified to Know What – and How?

Have you ever thought about how the organizations you were born into – family, communities, governments – society in its many interdependent forms and interrelated facets – came into being? Or are you concerned about where they might now be headed?

I certainly do. Often.

Nor are we alone. Over history, serious thinkers have pondered the subject. A LinkedIn connection recently asked for my thoughts on the possible relationship between awareness and responsibility. He framed his question in the context of social contract theory.

Though initially the subject might seem academic, it’s the basic stuff of human survival. The quality of our lives – even, ultimately, our existence – depends on the level and quality of awareness leaders bring to their organizations.

In turn, their success as leaders depends on the trust, integrity and loyalty of their followers. For in fact, rights and responsibilities on both sides – leaders AND followers — are a two-way street. And when the delicate balance of expectations and obligations is violated, social fabric unravels.

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Yet the subject doesn’t get the serious attention it urgently deserves. The consequences of taking for granted what we have inherited, with too little awareness of dangers risked by squandering the fragile blessings we enjoy, need comprehensive rethinking NOW – before it’s too late.

I responded to the question with a LinkedIn article, “Natural Leadership or Authority – Where in the Wheel Do YOU Stand?” (See www.linkedin.com/pulse/natural-leadership-authority-where-wheel-do-you-stand-patricia-west.)

A comment on that post by Lloyd Amogan sparked this extension of the subject. With his permission, I’ll quote:

Yes, there is a relationship between social contract and awareness. The awareness has to involve both our physical levels and our Spiritual levels of Awareness/Consciousness, and not many are familiar with the Spiritual Levels, hence very few are qualified to teach.

I responded:

Your premise poses an interesting question, Lloyd. If the relationship “HAS to involve” full-spectrum awareness, yet many are NOT aware, how does lack of awareness impact of the status of the contract? Some theorize that the contract is “understood” or “implied.” Is this sufficient? What consequences follow from a lack of conscious, intentional involvement in the social contract?

An after thought, if Hobbes was unfamiliar, was he unqualified to write on the subject?

Hobbes, by the way, was famous for his view that, without the overseeing rule of a leviathan ruler, human life is necessarily “solitary, poor, nasty, brutish, and short.” Spiritual awareness, in his world view, was NOT a factor on either side of the leader-follower equation.

In contrast, trusted advisors to the rulers of long-lived Chinese dynasties depended on a high-level of awareness to maintain social-political stability. The Book of Change, the leadership manual upon which they depended, instills a comprehensive understanding of the human dynamics which drive social-political organizations.

The applications of the following Essay on Knowledge offer an approach to leadership awareness that might have a positive influence on the future directions of existing organizations:

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Essay 20. KNOWLEDGE

Lao Tzu believed that intuitive knowledge was the purest form of information. For that reason, he expressed his philosophy in the form of thought experiments — mental exercises designed to enhance and evolve the intuitive skills. In the Tao Te Ching, he compels us to use intuition as an equal partner with logic.” — R.L. Wing, The Tao of Power

There is a stream of transcendental, information power flowing into the DNA. . . The I CHING, which, by this hypothesis, is coincident with the DNA system, is perhaps the textbook for this cosmic force, the static tension and dynamic flux flowing into the matrix of the DNA.” — Martin Schönberger, The I Ching & The Genetic Code

Modern science tells us that the human organism is not just a physical structure made of molecules, but that, like everything else, we are also composed of energy fields. . . We, too, ebb and flow like the sea. We, too, are constantly changing. How do we, as human beings, deal with such information?” — Barbara Ann Brennan, Hands of Light

THE FRONT

Roots of knowledge mean both acknowledgment or confession, as well as to play, give, or move about. Webster’s first definition is the act, fact, or state of knowing, specifically direct acquaintance or familiarity with a fact or place.

It can mean awareness or understanding. It can mean acquaintance with the facts, range of information grasped by the mind, or enlightenment. It can mean the body of facts, principles accumulated by mankind. An archaic meaning includes carnal knowledge.

Epistemology is the branch of philosophy which defines the rules of knowledge at any given time/place, setting limits by its answers to these questions: What can be known, how, and by whom? Answers have political overtones, often assigning roles according to class, race, age or gender. They influence cultural decisions about the distribution of wealth, power, social status and access to legal protections.

Empirical science respects only information known through reason. Universities train students to dissect and analyze with quantitative and verbal skills. At its best, reason is a tool of constructive discernment, capable of articulating both tangible and intangible information.

With proper training, it can be used to harness the sub-rational, serve the super-rational and link the two, balancing their extremes. As such, reason is a harmonizing function.

Using reason to rule out, avoid or even demean awareness of sub- and super-rational experience is an abuse of the critical faculty.

One overlooked knowledge matrix is ingrained in our very DNA. Many striking resemblances between the structure of DNA and I Ching hexagrams suggest at least one fascinating explanation for how/why this information source resonates with inner knowing. For example, it can’t be accidental that both are both based upon a binary-quaternary code that generates a system of 64 possibilities.

The chakra system of energy transformers which traverse the spine is another knowledge matrix that affects how we process and transmit information. Each chakra filters perception. Each influences the way we interpret experience. Their existence explains how/why the inspired ideas of every religion or science change over time, being diluted and narrowed to fit the thinking of less evolved followers.

One proof of this process is the wide array of Western psychologies, each relevant to a specific chakra issue. Skinner’s is a first chakra psychology based on behavior. Freud focused on sex, a second chakra issue. Adler thought in terms of power, the third chakra. Fromm wrote about love, the fourth chakra focus. Jung was interested in literary symbols and self-actualization, which are fifth and sixth center interests.

Asian sciences, however, have recognized the interactive relationships amongst these concerns. They provide practical methods for integrating the chakras to pave an optimally functioning two-directional highway of continuous energy and information.

Chakra filters also explain why some users interpret the I Ching through the filters of the sub-rational, using it as an oracle of divination. Farmers rely on it to predict the weather and agricultural yield. Others reject such use, preferring to regard The Book of Change as a rational manual for personal improvement and professional advancement.

Traditional Chinese Medicine (TCM) practitioners refer to it as a psychological and/or medical diagnostic instrument. Still others view it as a super-rational code book, giving it spiritual interpretations. For example Taoist masters interpret it as a yogic manual detailing the alchemical process of inner transformation.

Because it encompass the whole of human experience, the I Ching actually accommodates all of these perspectives – and more.

THE BACK

Ignorance is the opposite of knowledge. It can be the innocence of an inexperienced child, or the result of being kept in the dark, deceived or misled. Some people know, but deny who they are and what they know. The social price of being different seems too high. Others fail to use love and creativity to bridge the gap between inner knowledge and outer experience, and succumb to madness.

Delusion is a perversion of knowledge. It’s a belief that things are as one wants or fears, not as they actually are; or thinking one knows everything there is to know, when one doesn’t. Untrained mediums are sometimes misguided either by their own fantasies or dark angels posing as benefactors.