Silverington - Personal Strategies

Profile Silverington

Adapting to a Changing Reality
Following time worn methods of analysis, many business and political leaders have reacted to globalization, personal empowerment and integration as if they were three distinct challenges to be met by a spectrum of solutions that range between the two extremes of domination and consensus. Their analysis is based on economic assumptions that people behave rationally, that developments obediently follow trends and that unstable conditions are temporary "corrections" by inherently orderly social and economic systems. Their mathematics of straight lines and orderly curves support their assumptions. Consequently, when many leaders are confronted by approaching catastrophes, they respond with frequent, uninspiring meetings that feature calming metaphors and presentations designed more to reassure that "stability will return" than to adapt creatively to radically changing conditions.
In most cases, adapting to reality in the 21st Century requires altering Mindscapes rather than a change in mind­set. Reality is transient, catastrophe the norm and truth is relative to the observer. In this environment virtually everybody is misunderstood; ignorance is not a state, but a strategy. And no decision at all may often have consequences every bit as serious as having made a very definite choice. The 21st Century is not an optimal environment for a mind­set. Its prevailing conditions are not hospitable to Mindscapes that resist infinite change.
Whereas catastrophes, defeats and failures make short work of changing mind­sets, altering Mindscapes is like learning a new language. Like language, reflexes controlled by Mindscapes are fundamental to understanding and cooperation. Most of the reflexes in both language and Mindscapes are formed unconsciously. And in both, the difference between the average person and someone who masters their use is, masters are those who first make the unconscious conscious. Analogous to the way professional writers and editors work and rework manuscripts, General Systems permits people to "edit and rework" reflexes. As with text, "editing" effective editing of reflexes requires both analysis and synthesis. The final step is integration, which results in an efficient and effective harmony between heterogeneous elements. Mindscapes are then optimized to epistemologies and paradigms. Integrative strategies replace struggles for dominance.
Unlike manuscripts Mindscapes remain in the subconscious. Consequently, Silverington deals with a more subtle, intricate relationship between strategies optimized for individual survival and strategies optimized for the survival of groups. More than simply a holistic perspective, the synchron is a perspective that shows compassion for the individual. The approach is based upon over four decades of General Systems research (Elements) that shows that integrated people making decisions for integrated systems tend to reach decisions based on different priorities, strategies and agenda than those of specialists or those of people whose focus is on a local aspect of a global picture. The results benefit from increased theoretical unity, and a well­developed bio behavioral and information science background. Yet focus is on both the personal and the technical. The program strives for a satisfying balance of intellect and moral concern. A successful result is the brief experience of reality as transient.

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