Archive for the ‘Creative Thinking’ Category
Social paradigms dictate our behavior and collective values. In the 1950s, the rule was “throw it anywhere, it will go away,” and smokestacks billowing black smoke were a proud symbol of productivity…
While we are in a paradigm, we take its rules and boundaries for granted. It is what we call “reality.” Like eyeglasses with colored lenses, our paradigm colors whatever we perceive. “Most of our notions about the world come from a set of assumptions which we take for granted, and which, for the most part, we don’t examine or question,” says Werner Erhard. “We bring these assumptions to the table with us as a given. They are so much a part of who we are that it is difficult for us to separate ourselves from them enough to be able to talk about them. We do not think these assumptions, we think from them.”
Expressions such as “that’s impossible,” or “that’s not the way we do it around here” speak to the existence of paradigms, or belief systems, that are operating, unseen, in the background. Like water to a fish, they are not recognized by us as our paradigms. Yet, they influence what we think – and even what we see.
Once we recognize that our paradigms are an invisible structure through which we think, the next step is to understand the degree to which they determine what we see and experience. Their influence is far more powerful than we may realize.
Thomas Khun, who in 1962 wrote a seminal book on scientific paradigms called The Structure of Scientific Revolutions, points to an experiment that illustrates the paradigm effect. In the experiment, originally reported in 1949, people were briefly shown a deck of playing cards in which some cards had red spades instead of black. The subjects literally saw the red spades as black, because that’s what they expected. Once the anomaly was pointed out, the subjects had no trouble spotting the red spades. The experiment and others like it led Khun to the conviction that our paradigms act as filters on reality. We never see the world directly; we always see it through these paradigms filters. We never see the world in its entirety; we only see pieces. And our mental frameworks naturally bias us toward only seeing that part of the world that supports our paradigms.
“Our paradigms determine the way the world ‘shows up’ for us,” Says Erhard, “and that allows for only certain possibilities. Our paradigms determine our worldview, the way we perceive things, what we perceive, what we can see as possible, what we can’t see as possible and what we can’t see at all. Ultimately, they limit our strategies and our actions.”
The secret of paradigms is that, with them, we construct our own reality. As Thomas Khun said in 1962: “When paradigms change, the world itself changes with them.”
It’s a revolutionary thought, and it is the most important thing to know about paradigms.
How reality occurs – or “shows up” – for people is not determined by what’s there to be seen, but by how we are seeing it.
Erhard says that instead of waiting for a new paradigm to become apparent, we can create and invent futures that “were not going to happen anyway.” He points out that when a breakthrough is needed, what is often called for is the development of a new paradigm.
“Changing the paradigm does not negate the need for realistic, hard-headed thinking,” he says. “In ‘business as usual,’ we get clear about the situation to determine what we can do and what we can’t. But to produce a breakthrough, you have to stand the usual approach on its head.”
The process begins with inventing a new possibility, without regard to whether you know what to do to realize it. You then look back at the situation from the standpoint of that new possibility.
“That is what gives you the new perspective and what allows you to see the situation in a way you haven’t seen it before,” says Erhard. “That is the beginning of generating a new paradigm. Breakthroughs are a product of seeing something in a new way, which enables you to see new opportunities and new openings for action that you couldn’t see before. Breakthroughs come as a result of shifting your commitment from the predictable future to a possible future.”
In so doing, we will – literally – change the world that there is for us to see.
- excerpted from Breaking Out of the Box -A Crash Course in Paradigm Thinking, by Debra Feinstein.
The Purpose of The Erhard Jensen Ontological / Phenomenological Initiative is to:
Stimulate and support research into the development and application of the ontological / phenomenological laws of human nature and human behavior to the lives of individuals and human entities to reliably and significantly elevate human performance and quality of life. This includes all areas of living across the entire spectrum of human activity, for example:
- Individuals, families and groups
- Public and private organizations such as partnerships, corporations, non-profit and educational entities
- Public agencies and governmental entities
- Bring the ontological / phenomenological model and methodology utilized in this leadership course to education — including research, course development, and teaching.
Stimulate and support research into the study and teaching of the ontological /phenomenological laws of human nature and human behavior, and the impact of these laws on life, living, and self.
For more information see http://www.erhardjensen.org
(Content Curated from the Werner Erhard Biography Website)
Werner Erhard is the originator of unique models of transformational learning that has helped shaped human consciousness in the last quarter of the 20th century. One of the great thinkers of the modern era, he has impacted, for decades, the areas of individual and organizational effectiveness throughout the world. The website “Werner Erhard Information” has gathered extensive links to where Werner Erhard’s work has impacted people’s lives. Ranging from scholarly publications at Harvard University to his contributions in the field of coaching and humanitarian projects created, his work continues to affect the trajectory of human history.