idea, too, and states that ‘our positive images of the future lead our positive actions…The infinite human resource we have for generating constructive organisational change is our collective imagination and discourse about the future’ (Cooperrider & Whitney, p52). This is based on the words of
imagination compels the whole body to obey it’ (Cooperrider & Whitney, p53).
Aristotle ‘A vivid New thinking
is built on three inextricably linked foundations: Creativity, Connecting with everything and everybody around us (systems thinking) and Future Pull, which provides a clear vision. ‘The challenge is to put the future in the driver’s seat by harnessing the energy of life to the power of Future Pull’ (Land and Jarman, p110). We experience a choice in every moment and experience of
the either the
physiology positive
or
negative, determined by what we imagine.
Awareness and our felt experience
‘The average human looks without without
seeing, hearing, listens touches
not what happens to you but what you DO with what happens to you’ both at a conscious and unconscious level (Bushe, p92). Furthermore, that it is only our own current reality and felt experience, which is always going to differ from other people’s experiences of the same event. It is the present-time awareness of individual experiences that can significantly enhance the capacity to ‘lead learning and create effective and sustainable partnerships, as well as your self-differentiation’ (Bushe, p91). The first step is to separate what is thought (the story I am making up, my interpretation and associated feelings and emotions I am attaching to it) and what is observation (happening outside of you; what we see and hear).
without feeling, eats without tasting, moves without physical awareness, inhales without awareness of odour or fragrance and talks without thinking’ (Leonardo Da Vinci, in Gelb, p97). Leonardo lamented over what still holds true today. His creative thinking remains unparalleled and included refining the senses to feel fully engaged and alive, based on the belief that ‘all our knowledge has its origin in our perceptions’ (Gelb, p95). Going back into our senses and developing them can once again can improve our experiences, open up and refine our thinking.
A curiosity to explore experiences, sets up an opportunity to learn and mould behaviours. ‘You just need to recognise that experience is
The Innovation Journal
THE AVERAGE HUMAN LOOKS WITHOUT SEEING, LISTENS WITHOUT HEARING, TOUCHES WITHOUT FEELING, EATS WITHOUT TASTING, MOVES WITHOUT PHYSICAL AWARENESS, INHALES WITHOUT AWARENESS OF ODOUR OR FRAGRANCE AND TALKS WITHOUT THINKING.
Feelings determine much
of our response and actions, with evidence to support the idea that ‘we feel first and then we think’, ‘people decide based on how they feel about things and then organise their thoughts to support that decision’ (Bushe, p98). Feelings comprise both sensations (physiological) and emotions (felt state of being which has a judgment attached) which are both felt in the body, so greater awareness and listening to one’s feelings opens a pathway
authentic leadership and decision-making.
Tolle supports this notion
of putting feeling first, and suggests that to become enlightened (operating at a higher level of consciousness), we need to learn to separate from our thinking: to become an observer and open our consciousness beyond our immediate thoughts to a different realm of possibility – where creativity resides (Tolle, pp19-20). Thinking needs only be momentarily suspended and is used once again to bring creative ideas into actionable reality.
September 2012 | Management Today 101
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