Dr. Joseph Riggio, PH.D. - Blognostra

I understand how this can happen - how an individual can be acting counter to themselves and not even truly realize it - but from the point of view of the observers these individuals are perceived to be hypocritical, lacking credibility, and out of integrity. What seems to be missing are the direct links between what they say they want, there expectations about that and the actual outcomes they produce.

Yet, this is the essence of high performance - aligning the intended outcome with the desire and expectation present in regard to it, that create the perceptual filters about what to be attending to and the behaviors that follow from attending in that way ... intended to produce the outcome.

Inside of operating in this way you'll find a "trick" of all exquisite performers - they operate at another place in time SIMULTANTEOUSLY to where they find themselves in the moment that directs their perceptions and behaviors in the moment. This ability to act in simultaneity with regard to two distinct points in time marks an almost universal trait of exquisite performers based on virtually all my research. I personally call this, "Acting With Intentionality".

Exquisite performers have learned how to consider the present moment in terms of where it will lead based on a filter they've organized at another point in time - the position they hold when their outcome has already been fulfilled.

One of the books I mentioned in yesterday's posting, "Making Waves - Irving Darkik and His Superwave Principal", addresses the idea of time in a very unique way as far as I'm concerned - and potentially offers a powerful means to improve performance, both individually and in groups/teams.

Without going into detail now, what Irving Dardik's observations and subsequent research have begun to demonstrate seems to suggest that, the natural patterns of the Universe occur in waves - and specifically in a wave form called, "superwaves" by Dr. Dardik. What I've observed matches this as well.

Back in the early 1990's I apprenticed with Roye Fraser, the creator of the Generative Imprint(tm) Model. One aspect of Roye's work that I learned from him was in relation to the idea of ontological oscillation and the impact on perception and cognition. This has to do with an ontological principal Roye has worked with for many years now - the position you hold regarding "who you are", or the ontological position ... you way of BEING ... creates the fundamental experience you have. This would be a very simplified explanation, and in part the explanation relies on the idea that the position you hold determines first your perceptions and then the behaviors that follow.

I have continued to develop this idea of working with "ontological oscillation" in my own work. I have taken this idea an applied it to the social consideration - i.e.: creating exquisite performances in relation to and with others - and I have found that these performances occur in waves very much like those described by Dr. Dardik.

The highest performances are generated when the pattern used to produce them occurs in waves that match Irving Dardik's "superwave" description ... however, few if any businesses or leaders elsewhere realize this and insist on a constant wave form in the organizations - eventually leading to an uncontrollable entropic condition (the system collapses in on itself).

What I further found has to do with the significant drivers of exquisite performance in human systems ... they are all somatically held. The most critical thing you can learn to do when you want to increase performance in human systems would be to learn how to both observe and then direct the somatic experience of the individuals that comprise the system, as well as how to generate a singularity in the somatic system at large. Applying the superwave principal to the action of driving the somatic experience vastly increases the effect in the system.

This observation has significant evidential correlation with observations made in other biological and social systems as well.

In my opinion what we'd be well advised to be doing more of would include noticing for what we are aiming at producting beyond how we intend to get there, establishing and holding the teleological consideration at all times - letting the outcome lead, not from behind, but rather from in front of the system as we know it to be.

If more leaders did things this way we'd see much, much less hypocrisy in the system. Instead of thinking, "How will this make me look?" and/or "How will this help me to get more of what I want?" - (the "Sin of King Midas) - they will approach their reign as leaders in relation to what the outcome for the system will be and only secondarily how do they want to be positioned within that newly emerging system.

In this way leaders can both get what they want for the system and for themselves. By expanding the scope of consideration they are operating within they will have moved beyond self-interest to a position of social-interest, which includes themselves ... and so much more.

Joseph Riggio, Ph.D.
Tiburon, CA

PS - Hey Al, sign-up for the green energy program, it'll only cost you a few bucks a year and you'll be able to live with yourself - AND we may also be able to begin believing you again - then think what you might actually accomplish.

Finally ... I've gotten the production of the EPC(tm) Series One Audio CD Set finished!!! This is a four CD and one Video CD set, with the full workshop manual included as well, about the EPC2 - Exquisite Performance Coaching Process. I'm making this last offer to purchase at the discounted price until 31 August 2006 ... after that the price will increase without exceptions!

To read more about this package and order it directly for the discounted price while you still can go to: EPC(tm) - Series One (0) Comments • (0) Trackbacks • Permalink

Missing Time in Performance

Good Morning, (at least here it is, overlooking the bay and the Golden Gate Bride in San Francisco from my hotel suite in Tiburon, the Water's Edge Hotel, where I"m running the Integration Module of the MythoSelf Facilitator's Training program),

So many thoughts for this morning that I really had a hard time choosing which one to write about. Usually I don't choose, I've learned that the most effective means to a great performance can be NOT CHOOSING, because then you remain open to what actually emerges in the context you're operating in and can respond freely. Yet, we must have the skill to choose ... and choose wisely when so many choices emerge as they have this morning - and in this case so many good ones to choose from that a great process for choosing most surely helps.

Let me begin at an early point in time - not in history, but relative to this discussion only. How do you know how to make a good decision - the essence of choosing well?

Knowing how you make your best decisions explicitly - with precision and specificity - revealing your personal strategy for making decisions well, i.e.: on demand, deliberately and instantly ... I'd argue has always been the key to creating great performances.

YET MOST PEOPLE HAVE NO IDEA HOW THEY MAKE THEIR BEST DECISIONS!

This in a way amazes me ... not that people don't know how they make their best decisions, or even that they don't necessarily have a strategy for making great decisions ... but what amazes me has been that we haven't insisted that this become the essential teaching in our schools. We have placed so much attention on our children learning "stuff" ... "information/data" ... that, we've ignored our children's essential ability to use the information/data they have well (including ourselves when we were children and this was being done to us by our schooling).

Then of course, we're surprised when people in business and government don't make good (or at least better) decisions! How can we be ... how can we be surprised that we don't make better decisions all around for all intents and purposes when, no one has ever really been taught how-to make great decisions.

So the question that becomes outstanding for me would be:

"What does it take to make great decisions in terms of strategy and process?"

Let me begin from what doesn't constitute a "great decision-making process" from all the evidence I've accumulated. A great decision-making process does not rely on information and/or data. Let me repeat that one (as I believe learning and all great skill come through repetition, especially of the basics) ...

"A great decision-making process does not rely on information and/or data."

How could I possibly say that, especially in the face of virtually every academic decision-making course being based in learning how to use and/or manipulate data?? (Take a look at: Changing the Game: Negotiation and Competitive Decision Making from Harvard Business School's, Executive Education program.) Easy ... because, all the evidence I have says that this process has little to do with how the most essential decisions are made ... when they are made well! Let me reference a different kind of decision-making strategy often referred to as "Naturalistic or Real-World Decision-Making" (for an overview), for a great book on this kind of decision-making, (well worth the time to read it, a major consideration in my suggesting books to people) see Gary Klein's, Sources of Power ... a thousand times better than Malcolm Gladwell's book, "Blink" in my opinion.

So now you have some background ... I don't to take all your time so I'm actually going to break this posting into two parts, today's and tomorrow's, however let me move just briefly now onto the point I want to share with you.

Great decisions are made at a future point in time that hasn't happened yet. This process is non-cognitive in the ordinary sense and relies on the pre-conditioning required to recognize a great decision the instant it emerges in the system.

Great performances rely on the ability to make great decisions - AND THEN TO ACT ON THE DECISIONS YOU'VE MADE - without hesitation and with persistence and tenacity ... despite all evidence to the contrary!

I'll get into some of the details around this process tomorrow, but for today I'll just share one more book with you ... "Making Waves - Irving Darkik and His Superwave Principal", written by Roger Lewin - in my library this book has become essential reading (and for everyone Nancy and I care about who we think will be open to it in our family and among our personal circle of friends whom we give copies out to in quantity).

Enjoy the reading ... I catch up with all'ya'all again tomorrow ...

Joseph Riggio, Ph.D.
Tiburon, CA

Finally ... I've gotten the production of the EPC(tm) Series One Audio CD Set finished!!! This is a four CD and one Video CD set, with the full workshop manual included as well, about the EPC2 - Exquisite Performance Coaching Process. I'm making this last offer to purchase at the discounted price until 31 August 2006 ... after that the price will increase without exceptions!

To read more about this package and order it directly for the discounted price while you still can go to: EPC(tm) - Series One (0) Comments • (0) Trackbacks • Permalink

Welcome, to Your Mind

Mornin' All,

There's a question I've been considering for a bit now and I thought I'd share it with you - "What's the entry point to imagination?" - in other words, "How do people get to thinking about things which aren't or aren't yet"

The reason I've been thinking about this particular question has to do with two things that fired off my attention in this direction. One was a comment I came across that was attributed to Richard Bandler, "Everything thing that has ever been made was somebody's idea first." and the other was the realization that the most successful individuals I've met are often "somewhere before they get there".

What I mean by this enigmatic phrase can be summed us by saying,

"The most successful individuals (I've met) are able to fully inhabit a "consideration" before it has any extant form. ... AND THEN, they are able to convey that form in the world proper and include others in it AS THOUGHT IT HAS ALWAYS EXISTED FOR ALL OF THEM."

WOW! ... when I "got" that second idea it really opened me up to something that had only been at the periphery of my awareness. Before I go any further though I want to take a moment and clarify what I mean by "successful" as I've used it in reference to these folks.

"Successful" as I've used the term here refers to, the ability to set a direction and sustain it to completion - without compromising themselves, their values or others in getting there. This essentially means that these folks are organized to a future-state experience and are able to hold that experience intact as they continue to more towards it. That unto itself may not be so spectacular - except when you add in that, they move toward the future held state regardless of the past or current conditions they are operating in relation to - while maintaining the most useful relationship to those conditions in regard to producing the state they intend.

Think about this in terms of creating the conditions for success in business. An individual, we'll call them an "entrepreneur," begins imagining some business they'd like to create. They somehow generate a fully-formed representation of that business and -

... "then they inhabit" the fully-formed representation - moving around within it, seeing it from many different angles and perspectives, recognizing the aspects that are attractive and those that are potentially off-putting, they are able to engage with others who occupy the representation, and maybe most importantly they are able to make adjustments all along the way to "improve" the quality of the representation in regard to what they hope to be true of/for it."

We're talking about powerful stuff here! However, most of the "ordinary" or "normal" world calls this kind of behavior "NUTS!" If these people did this too openly they'd be locked away, or at the very least medicated to stop them from doing it. So what happens instead - most of these extraordinary folks hide their process.

The question of course would be, "Where do they hide their process?" - and as far as I've been able to tell, behind logic, data and statistics. This allows them to include others who won't go where they have already been. These other "ordinary/normal" people think that since that hasn't happened yet the only "reasonable" thing to be doing would be to "project" the data they do have forward ... i.e.: they make - UGH!!! ... "projections."

The arrogance of thinking that the future could be based on the knowledge of the past astounds me, truly ... the arrogance of projecting a future that hasn't happened as though it would be a continuation of the past that has seems to me about the most useless way of operating I can think of ... for so many reasons I won't even begin to go into them. Yet this would be just what the "ordinary" or "normal" business class would expect, nay, DEMAND! ...

"Caveat Alucinor" (def.: dreamer beware, or maybe "beware the dream/dreamer" to others).

Anyway, getting back on point ... I continue to wonder ... What's the entry point to imagination? ... and I talk alot about this with my clients too ...

Joseph Riggio, Ph.D.
Tiburon, CA

Finally ... I've gotten the production of the EPC(tm) Series One Audio CD Set finished!!! This is a four CD and one Video CD set, with the full workshop manual included as well, about the EPC2 - Exquisite Performance Coaching Process. I'm making this last offer to purchase at the discounted price until 31 August 2006 ... after that the price will increase without exceptions!

To read more about this package and order it directly for the discounted price while you still can go to: EPC(tm) - Series One (1) Comments • (2) Trackbacks • Permalink

Setting Goals … NOT!

Howdy,

Each day begins anew and yet it doesn't always seem that way. The "data" from the past seems to keep rolling into the future. However, more accurately, the present only "references" the past, and then only as we allow it.

What I find that most everyone who tries to make sense of their life finds themselves doing includes, at least at first, trying to make sense of the past - because the past "seems" present still. Here we are and for all intents and purposes it seems that what's going on now reflects what has been happening - the illusion ... "that the past carries forward."

The "past" references what has happened and no longer exists. The events of the past have shaped what we now experience to some extent, yet we actually get to choose what to make of the present anew in each moment. However, how many people actually get this, let alone do this???

Each moment we get to decide what the events we are experiencing mean and what we will be doing in regard to them going forward. I like to simplify it:

"So This ... Now What?"

In essence, I'm asking myself this question to generate a process I'm running internally:

"So This (what I'm experiencing in the moment, including all the data that I am capable of being present to) ... Now What (in regard to the outcomes I intend, what I want to be true of and for me - what am I going to do given the present situation, conditions and data - as they reference and inform my actions in regard to what I intend)

I find this process extremely valuable when I am working with clients as well - in terms of both my work with them, and teaching them to run this process for themselves. What I find really interesting has been the response my clients have had when learning to operate this process for themselves as well. They report back to me that it has changed the entire way they go about organizing themselves and producing their outcomes. Instead of setting goals and then frantically doing everything they can to produces them, my clients begin to simply set an outcome condition they want to attain and then reference everything against that.

Now this might sound remarkably like goal setting to those unfamiliar with this process, however a major difference exists in the two: