Diversity - Part 5 - A Systems-Thinking Approach to Human Compatibility
A Systems-Thinking Approach to Human Compatibility
THE PROCESS OF EXPERIENCING THE transformation from survival-driven behaviors to compatibility-driven behaviors to spiritually-driven behaviors is described by the three-cycle diagram shown on the following page as Figure 1.
Cycle One represents a survival-driven reality. Cycle Two represents a compatibility-driven reality. Cycle Three represents a spiritually-driven reality. The major value system that characterizes each of these cycles is described below.
Cycle One: Survival—A Survival-Adaptive Reality
Scarcity
Win/Lose
Competition
Separateness
Polarization
Information is Power
Cycle Two: Compatibility—A Humanly Compatible Reality
Respect
Equality
Interdependence
Collaboration
Freedom
Knowledge is Power
Cycle Three: Spirituality—A Creative-Adaptive Reality
Abundance
Connectedness
Exploration
Service
Oneness
Wisdom is Power
Cycle One
Cycle One appears to be the major mode of operation that dominates human existence. There have been 10,000 wars in 5,000 years, with no apparent end in sight2. The ultimate way we resolve major differences is through aggression—based on fears that are both real and imagined. We tend to impose our beliefs and values on others as a condition for alliances. We appear to be dominantly driven by greed, based upon a scarcity mentality, where in fact scarcity does not exist. The precipitating events on Wall Street in New York that led to a world-wide recession in 2008 and 2009 are examples of this point.
Even within countries, differences are reflected more as polarized points-of-view, rather than a rich source of synergy. The result is often survival-driven behavior. Within this way of operating, information is viewed as a source of power. This includes information about people, organizations, enemies, adversaries, friends, competitor’s inventions, operations, or any conceivable source that may be viewed as a potential threat, or an opportunity to win at the expense of someoneelse’s loss. We define information as interrelated data that may be used for planning, predicting, or decision making. Examples include information about global stock market trends as a basis for investing, or the performance record of an individual as a basis for selection.
Our focus for resolving conflict is on behavioral modification characterized by first-order change. Whereas, the fundamental source of the issues we face is the ways we have programmed and reinforced our realities; thus, the need for personal and collective transformation from Cycle One to Cycle Two. The State of Mind diagram illustrates these statements.
A person’s attitude and mind-set are determined by what he or she believes, which when “irreversibly changed” (transformed) is described as second-order change.
A person’s mind-set determines his or her behavior; when modified is first-order change.
To understand your mind-set, examine the results you continually produce or experience.
For example, when we experience interpersonal conflict, we usually design “different” behaviors and/or procedures for more compatibly working or living together (first-order change). This arrangement usually leads to a temporary solution. However, sooner rather than later a new problem arises in a different form. The new problem is commonly sourced from
Mind-set AttitudeBeliefsBehaviorResultsFirst-order change(Behavior Modi cation)Second-order change (Transformation) the same fundamental differences previously identified. These differences include issues related to control, being right, or a need to have power over others. I sometimes refer to this process as “moving the furniture around the living room thinking that the living room is fundamentally different!” I describe these behaviors and procedures as “comfort zone” because they do not create permanent, positive change. Real world examples of Cycle One are television programs, video programs, and movies that feature violence, destruction, and human conflict based on good and evil that reinforces our dominant beliefs. Perhaps, one of the best quotes which describes this point is by Albert Einstein, who wrote:
“The world that we have made as a result of the level of thinking we have done thus far, creates problems that we cannot solve at the level we created them.”
There are two forms of behavior modification that have the potential to create transformation: significantly challenging, non-comfort zone behaviors and behaviors which are expressions of love. An example of the former is when a family, country, or world is experiencing a crisis, there is a willingness to drop partisan positions and unify as one. The willingness to do so creates a transformation with respect to the issues discussed previously: control, being right, and power. Examples of expressions of love are the small acts of kindness I will discuss in subsequent chapters of this book. The measure of authenticity and commitment of these behaviors is reflected by the results produced.
Although survival-adaptation appears to be the dominant reality, there is a significant fraction of individuals who primarily live in Cycles Two and Three realities. I do not know the exact number, but from the overall results we experience (Figure 2), it appears that such individuals do not dominate the consciousness of this planet—and we rarely, if ever, elect them to public office. Exceptions include Abraham Lincoln, the 16th President of the U.S. who served during
the American Civil War and Franklin D. Roosevelt, the 32nd President, who served during the Great Depression. Both of these selections were in response to a crisis. The objective of this book is to increase the number of Cycle Two individuals to critical mass without the necessity of a crisis. I define critical mass as the number necessary for this cycle to become the prevailing way we live on planet Earth. As I’ll discuss later, this will be a grass-roots movement, not one necessarily led by some great leader; although a great leader’s influence is welcomed, valued, and probably ultimately needed.
