Reg Revans – Grow Mindfulness

Creative Meetups: Action Learning for Health and Healing

Creative Meetups are provided by the Health Story Collaborative (HSC) to enable participants to reflect, connect and gain support from other people who are also living with chronic illness or disability or are carers. The free Meetups, currently facilitated by Jennifer Harris on the Zoom platform, provide a stimulus for writing “to access and release emotions, personal stories and creative spirits”. They form an avenue for healing through the mechanism of narrative therapy.

Alice Morgan, author of What Is Narrative Therapy?, maintains that narrative therapy can take many forms. For instance, she suggests that it can involve “particular ways of talking with people about their lives and the problems they are experiencing”. In essence, it involves people sharing their stories orally and/or in writing to gain insight into the meanings they ascribe to events, experiences and current situations (such as a physical or mental health condition). Jodi Clarke points out that we carry multiple self-stories including those related to “self-esteem, abilities, relationships and work.” She maintains that the process of “putting your narrative together” (however, this is created) enables an individual “to find their voice” as they explore their life experiences and the meanings they attribute to them.

What is action learning?

Action learning can be described in simple terms as a cycle – planning, taking action and reflecting on the outcomes (intended and unintended). It is used worldwide in public, private and not-for profit organisations and communities to create positive change and empower people to be the best they can be. It can be undertaken by an individual by themselves (as I have done with my tennis playing over the years) or, more often, as part of a group or “action learning set”.

Creative Meetups and Action Learning

Creative Meetups and action learning have a core assumption in common. Alice Morgan expressed this well when she maintained that narrative therapy assumes that “people have many skills, competencies, beliefs, values, commitments and abilities” to resolve their own challenging situations – an assumption that underpins the process of Creative Meetups. This is also a fundamental assumption of action learning (AL).

Reg Revans, the “Father of Action Learning”, charged with improving the mining industry in the UK, got mining managers together to solve their “here and now problems” in the mines. He also got nurses in Intensive Care Units together to work on their challenging situations. In an action learning context, participants are often described as “personal scientists”. Some academics in universities, tied to the concept of universities as the sole repository of “expert knowledge”, had great difficulty accepting this core assumption and would actively oppose the uptake of action learning – it challenged their firmly held beliefs about knowledge creation and dissemination.

Creative Meetups and action learning have a number of other elements in common and, in the final analysis, both seek to create positive change in a situation (either individual or collective). Some of the shared elements are as follows:

Peer support – a fundamental principle is to treat each other as peers – with no acknowledged hierarchical difference. There is a recognition that we are “all in the same boat” – each facing challenging situations. Reg described this element as “comrades in adversity”; more recently, people have termed it “comrades in opportunity”. In essence, it involves providing mutual support irrespective of our work role, status, social position or experience level.
Collaboration – participants work together towards a common goal (e.g. health and healing or team improvement) and willingly share stores, resources, and insights for mutual benefit. People are unstinting in their sharing – often recommending or loaning books, highlighting helpful websites or identifying relevant expert people.
Don’t know mind – participants adopt a “don’t know mind”, not presuming to know and understand another person’s situation. Reg suggests that if you think you understand something fully, you are not only going to get yourself into trouble but other people as well. Adopting a don’t know mind – not jumping to conclusions or interrupting another’s story with your own (erroneously assuming they are same or similar) – enables a person to tell their story in an unfettered way, opening up the path to healing and recovery.
Honesty – the conscious exploration of what it means to be honest with oneself (owning up) and with others. This opens the way for improvement and change. The process of writing in Creative Meetups helps participants to identify false self-stories and unearth truer and richer stories that open up new avenues for their lives and their relationships. Action learning, too, enables the development of honesty. Reg, for example, recounts an action learning program involving industrial executives in Belgium who, after 18 months of action learning, identified “What is an honest man and what do I need to become one?” (they were all men) as the most significant question they wished they had asked at the start of the program. He maintained that the pathway to learning and change involves “admitting what you do not know”. Reg also maintained that if you are going to do “something significant about something imperative”, you will come up against how you define yourself and your role.
Reflection – reflection is assisted by writing and sharing. The more we reflect, the more it becomes a way of life. Frequent reflection-on-action can result in the ability to reflect-in-action. Reg suggests that reflection is best done in a group because when we reflect alone we can tend to reinforce our existing assumptions and maintain our blindspots. He argues for diversity in the reflective group – diversity of culture, nationality, profession and orientation (business/not-for-profit/community). The Creative Meetups provide a rich diversity in terms of location (participants are from different countries and cultures) and health/caring situation. Participants can gain insight gratuitously when others share their reflections from their different perspectives.
Questioning – the willingness and ability to ask “fresh question” to open upinsight into a challenging situation. Reg describes this as “questioning insight”. This approach involves “supportive challenge” – challenging assumptions to enable a person to be the best they can be. Alice Morgan highlights the role of questioning in narrative therapy because we can often develop negative self-stories. Both action learning and Creative Meetups (narrative therapy) cultivate curiosity.
Action taking – action learning involves learning through action undertaken with others where possible. Creative Meetups promote writing as taking action to become open to the healing power of storytelling. The writing can take any form, e.g. prose, poetry, dot points. Action is also reflected in the changes in behaviour undertaken by participants as a result of insights gained through writing and sharing.
Facilitation – to design and manage the process of sharing. In Creative Meetups, the facilitator provides stimulus material (e.g., a story, music or poem) to enable participants to write and share. In action learning, the facilitator guides the process of planning, acting, reflecting and sharing. In both situations, the facilitator is not a teacher. Their role is to create an environment that promotes safety, trust, openness and sharing – their metaprocess goal is to develop a learning community.

Creative Meetups, in promoting writing and reflection, are helping participants to grow in mindfulness which is described by MARC (UCLA) as “paying attention to present moment experiences with openness, curiosity and a willingness to be with what is”. Both action learning and mindfulness contribute to positive mental health because they increase self-awareness and heighten a sense of agency (belief in the capacity to have some control over our inner and outer environment). In cultivating mindfulness, both approaches help people to develop resilience, compassion and creativity.

Reflection

I initially joined the Meetups with a view to writing my stories in prose but have found that the stimulus provided by the discussions and my recent reading of Kim Rosen’s book, Saved by a Poem: The Transformative Power of Words, has led me to write several poems about my health story and the process of the Meetups. Kim’s identification of the transformative elements of a poem continues to provide a pathway for my poetic expression. I used her elements to analyse a poem I had written called For the Love of Tennis that enabled me to express my gratitude for being able to continue to play tennis despite a diagnosis of “multiple-level spinal degeneration”.

Following a recent Meetup, I unearthed my feelings about my chronic condition of food sensitivity/allergy resulting from Long Covid-induced Mast Cell Activation Syndrome. I was surprised about the intensity of my feelings of frustration and alienation that I had not previously given voice to. The poem, The Inflammatory Thread in My Life, provided a creative outlet and release for emotions I had kept “under wraps” and not expressed to anyone, including myself.

In a previous post, I shared a poem, Compassionate Listening, that I wrote following a Creative Meetup where the stimulus input included an excerpt from Joni Mitchell’s performance of Both Sides Now at the 2024 Grammy Awards. To me the poem reflects the stance of participants of the Creative Meetup in being able to engage in deep listening, provide active support of the storyteller and reflect back not only the feelings expressed but also the intensity of those feelings.

Compassionate listening strongly reflects the ethos of HSC where Healing Story Principals (such as Micheal Bischoff) sought to support people “to tell and listen to stories in ways that are healing, connected and empowering”. The support and connection underpinning Creative Meetups and action learning promote health and healing.

Reflecting on the process of Creative Meetups and my long-standing experience with action learning in multiple contexts, I was inspired to write the following poem:

Where is “There”?

When you share your innermost secrets

and I say, “I’ve been there!”,

where is “there”?

It’s not where you have been

with your unique experience and perception.

I’m not inside you looking out,

I’m outside you looking in.

It’s like the glimpse of the Bay

that I get from my back deck.

It’s not the Bay!

It’s only a tiny window

on a complex ecosystem.

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Image by Xavier Lavin Pino from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site and the resources to support the blog.

Lifelong Learning through Reflection

Ortrun Zuber-Skerritt and Richard Teare in their edited book, Lifelong Action Learning for Community Development, highlight reflection as core to action learning and lifelong learning. Hospitality entrepreneur and author, Chip Conley is an exemplar of lifelong learning through reflection. In his podcast interview with Tami Simon, he emphasised the role of reflection in his entrepreneurial career. Chip had a secret process of recording his learnings in a weekly bulleted list based on his reflections about the previous week and what he learned from each significant encounter. His reflective Wisdom Books in the form of notebooks were developed over many years and provided the ideas for his five published books on leadership, entrepreneurship, peak organisational performance, psychology and marketing.

Mutual mentoring – the Modern Elder

Chip was the founder and CEO of a chain of boutique hotels, Joie de Vivre. He sold them after 24 years following a near-death experience a few years earlier. This “flatlining” experience was the catalyst for him to think about what he wanted to do with the rest of his life and also changed his orientation from an efficiency-driven “to do list” person to a “to be list” person who was prepared to slow down and appreciate beauty and aesthetics.

He came to a clearer understanding of the difference between intelligence and wisdom and began to repurpose his life around sharing his insights and encouraging people to develop wisdom. Reg Revans, the father of action learning, had also highlighted the difference between cleverness and wisdom and pointed out that wisdom, not cleverness, is necessary when confronted with unfamiliar conditions or situations. For Reg, admitting what we do not know is the starting point for the development of true wisdom.

Acknowledging what he did not know became a critical component of Chip’s new career move after the sale of his boutique hotel chain. He had been approached by the three founders of Airbnb to work fulltime in the company as a mentor and strategic adviser. He found himself as someone in his fifties mentoring people in their twenties. This led to a mutual mentoring arrangement where he shared his knowledge and experience re strategy and marketing in the hospitality industry and gained knowledge from the founders about the digital world and its impact on business management and growth.

Chip wrote his book Wisdom at Work: The Making of a Modern Elder to “share his experience of being both a mentor and an intern”. Jack Welch, when CEO of General Electrics (an action learning-based company), also employed the concept of “mutual mentoring” between senior executives and young technological experts within the company.

The Modern Elder Academy

This experience of mutual mentoring led Chip to establish The Modern Elder Academy to enable people to make the midlife transition in a way that was enriching for themselves and others. Through his personal experience and insight, he recognised that there was an unmet need to help people in midlife to transition to their new reality (whether that be impending retirement, role as a carer, transitioning to a new career or experiencing the onset of chronic illness). He maintained that rituals, training and tools existed for other transitions in life (such as puberty, graduation from school or university or marriage) but not exist for those who were transitioning to the midlife stage (35-70).

The Modern Elder Academy is designed as a “place where people cultivate and harvest their wisdom” and “reset, restore and repurpose” their life. Chip’s academy, described in a Forbes article as a “Cool School for Midlifers”, is very different to any other academy and incorporates learning entirely new skills such as surfing and bread making and incorporates the development of mindfulness through a “silent contemplation park” and periods devoted to meditation, reflection, yoga, “wisdom circles”, appreciating the beauty of nature, and a desert-based vision quest (in the extended version only).

One of the core challenges people experience at the Elder Academy is what Chip terms “midlife edit” – letting go of old beliefs and patterns and acquiring a “growth mindset” where the emphasis is on getting rid of baggage, developing a flexible mindset and focusing on self-improvement and personal growth. Cliff explains that his experience of mutual mentoring led him to adjust his mindset from that of a CEO and industry leader to an “Intern”, to acknowledge that he needed to learn about the digital world of business from millennials and to shift from “being interesting to being interested” – a transition that requires deep listening. Participants who complete the one-week “curriculum” receive a “Certificate in Mindset Management”.

Reflection

We can grow in mindfulness at any stage of our life. However, what Chip offers through the Modern Elder Academy is a structured way of developing mindfulness, processes for changing fixed mindsets and an opportunity to repurpose our midlife in this transition period. The added advantage is the community dimension – making this journey with others and developing a deep sense of connectedness to nature and others (by sharing our common humanity, midlife challenges and growing wisdom).

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Image by Benjamin Balazs from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Developing Our Inner Life as a Leader

As we grow in mindfulness, we develop our inner life – realising a deeper self-awareness, developing increased understanding of the nature and strength of our personal triggers and building a greater understanding of, and tolerance for, other people’s differences. This enriched inner life builds our capacity for insight, resilience, creativity and integration of our words and actions with our life purpose – all essential traits of effective leadership. Ginny Whitelaw, in her book The Zen Leader, describes this reframing and reorientation of a leader as a flip from “Out There” to “In Here”.

We create our world “out there”

Ginny explains that what we consider to be “out there” (external reality) is, in fact, a projection of our inner world. Drawing on her study of biophysics, martial arts and Zen philosophy, Ginny marshals her arguments to demonstrate that our external world as we perceive and experience it, is mostly of our own making. Her argument revolves around several key insights:

Limited perception – Ginny points out that our human capacity is to perceive external reality in two or three dimensions (the latter achieved mainly by artists and architects). She maintains that our external world exists in ten dimensions, most of which are outside our awareness.
Cultural filters – our national culture, the world we are raised in, creates filters that shape our perceptions, beliefs, words and actions. Naomi Osaka (Japanese tennis star), for example, explained in an interview for the Brisbane International that she was bemused by the enthusiasm, boisterousness and naturalness of Australian tennis spectators – which she pleasantly experienced as a sharp contrast to the “politeness” of Japanese tennis spectators.
Personal triggers – what we experience individually and differentially as negative triggers is shaped by our early life experiences which heighten our sensitivity to different interactions – a sensitivity that can be reflected in a constant need for control, an overwhelming drive to prove that we are “better than”, an obsessive need to please so that we are liked, or the continuous perception of criticism of ourselves by others. These negative triggers are often the result of distorted perception of our external world – for example, we see criticism where none is intended or where the opposite is intended.
Expectations – our expectations reflect our self-image and influence how we experience others’ interactions with us. Ginny maintains that through our expectations “we’ve pre-tuned our senses to notice only certain things and to place certain interpretations on them”. Our expectations that reside “in here” create the world we experience as “out there”.

So, what we experience as “out there” is highly subjective and is of our own creation – we are constantly making our own world. There are inherent deficiencies and dangers for leaders in assuming that what we perceive and experience, is “real” and is the only reality. Reg Revans, the father of the action learning approach to leadership development, warns us that if we assume that we know what is real we are going to cause trouble for ourselves and others. Politicians frequently attempt to shape our perceptions of reality by stating unequivocally that “the reality is…” (invariably something of their own making that serves their purpose).

Developing our inner life (as a leader)

In her book on Zen leadership, Ginny offers some penetrating exercises that address our individual distortions of “out there” and enrich our inner life (what is “in here”) thus empowering us to “lead fearlessly” but attuned to others’ reality and own purpose. These reflective exercises fall into several categories:

What World do You Make? – this exercise built around personal skills and traits as well as values that you hold strongly, develops an insight into how you shape your world in a typical week. (p.86)
Turning a Difficult Relationship – involves reflecting on an interaction with curiosity and openness to ascertain what you personally brought to the interaction (in terms of perceptions and triggers). It entails looking into the mirror, discovering the fear at the root of your perception and behaviour and “claiming your power” by naming and facing your fear. (p.97)
Sitting Meditation as a Core Practice – Ginny offers a guided meditation based on sitting and grounding that releases tension, develops deep body-mind relaxation and provides the opportunity to gain greater awareness of what is “in here” and “out there” for you. (p.101)

Ginny’s book is rich with insights and personal exercises and reflections to deepen self-awareness, enhance self-regulation and develop ways to empower yourself to take your place fully in the world (not constrained by distorted perceptions, unfounded assumptions and projections or unexposed fears).

Reflection

Our life experience and our personal responses provide a rich store for reflection and insight. Developing our inner life is not a luxury for a leader – it is an imperative because leaders are able to influence others and to enrich their lives. The starting point is acknowledging and accepting that the world we experience is something of our own making and that we can remake our world (and help others to do likewise) by growing in mindfulness through meditation (such as the sitting meditation proposed by Ginny), by reflection (such as focusing on what we brough to a difficult interaction) and by open exploration (seeking with curiosity to identify our personal “imprint” of our world).

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By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Emotional Intelligence Competency – Adaptability

Daniel Goleman, in his interview for the online 2018 Mindfulness at Work Summit identified “adaptability” as the one of the emotional intelligence competencies that fall under the self-management group of competencies.

Adaptability is often assessed during job interviews for manager positions because the pace of social change, the convergence of technological innovations and economic discontinuities demand adaption by managers who have responsibility for people, infrastructure and financial resources.

As Reg Revans, the father of action learning, pointed out very early, “The past is no precedent for the future”. This is especially true in turbulent times. The maxim also applies to employees other than managers as they are frequently required to adapt to structural change, job redesign, system innovations and procedural improvements. A lack of adaptability can be manifested in people who are focused on the past rather than embracing the opportunities presented by organisational changes.

Goleman suggests that resilience is different to adaptability in the sense that it is more about a person’s capacity to bounce back from setbacks or personal difficulties. The time required to restore equilibrium after a major upset or source of distress is a measure of a person’s resilience and, in that sense, is considered by Goleman as more an aspect of another emotional intelligence competency that he terms, “emotional self-control”.

Adaptability, in his view, is more about being agile, being able to move with the times rather than becoming fixated with the way things are now. According to Goleman, research conducted by Richard Boyatzis confirms the view that high adaptability is not only a good predictor of career success but also of overall life satisfaction and happiness.

If you are lost in resentment or anxiety, it is very difficult to be adaptable because you are preoccupied with other time scenarios in the past or the future.

As people grow in mindfulness through meditation, they can gain the self-awareness to identify their own thoughts and emotions that block their adaptability and impede their progress in life.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of badalyanrazmik on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Creativity through Mindfulness

Over several blog posts I have explored the relationship between mindfulness and creativity. In this post, I want to bring these ideas together to provide a more complete picture of how to develop creativity through mindfulness.

Mindfulness creates the internal environment for creativity through the following:

Stillness and silence

We discussed previously how creative people use stillness and silence to access their inner resources including their imagination. The busyness of life and constant thinking means we are rarely still or silent. In the process, we cut ourselves off from creative insight. Jon Kabat-Zinn and Reg Revans also remind us that exploring what we do not know or understand is the beginning of learning and creative solutions. As we practice mindfulness through meditation, we engage in stillness and silence and open ourselves up to what Jon Kabat-Zinn describes as “deep interior capacities” that lie within the “spaciousness” of our minds.

Turning down negative thoughts

Mindfulness can make us aware of the negative thoughts that often block creativity and constitute self-sabotage. Creative people like David Lynch, Amanda Sinclair, Elizabeth Gilbert and Seth Godin report the importance of turning down, or turning off, thoughts about potential failure or deemed personal inadequacy. Seth even ascribes this self-sabotage to the “Lizard Brain”. Sam Smith, singer-songwriter, during a recent interview while performing in London, spoke of the internal demons that beset him and almost prevented him from pursuing his highly successful songwriting and singing career.

Mindfulness enables us to address negative thoughts and stories and defuse their strength to release creativity. Boy George in a recent coaching session with a very nervous performer on the TV show, The Voice, encouraged the singer to let go of preoccupation with what others might think of their performance:

I think you are someone who really thinks about what people think about you. We do that as performers – it’s just one of those things, it’s like a default setting in out make-up. We worry too much about what other people think of us and that can get in the way of what we do. Don’t think about it too much is the key.

Positive anticipation instead of disabling fear

In a previous post, I discussed the research of Anna Steinhenge and her demonstration of how positive anticipation can overcome the disabling effects of fear and enable us to access clear thinking and creativity. In this discussion, I explored the R.A.I.N. meditation process that enables us to face the fear within and conquer it so that we free ourselves for new insights and creative endeavour. Through mindfulness meditation we learn to name our feelings in order to tame them.

Calming the busyness of our minds

Mindfulness enables us to calm our minds and free us from mental busyness or what Haruki Murakami describes as “convoluted waterways of my consciousness” that result in a “restless aquatic organism” . Even experienced meditation practitioners will sometimes find their mind racing and being invaded with endless thoughts. Kabat-Zin reminds us that this is part of the human condition and we will not be able to stop the thoughts. He suggests that instead of entertaining these thoughts, we view them as bubbles in boiling water floating to the surface and bursting on reaching the extremities of the container – our minds.

Being present and grounded

Rasmus Hougaard and Jacqueline Carter, co-authors of The Mind of the Leader, stress the importance of leaders being present and grounded. They argue that being present in conversations gains respect and facilitates open sharing of ideas. Being grounded before beginning a conversation or meeting can enhance a leader’s capacity to listen, take in ideas and access their own creative potential. Practicising somatic meditation, which incorporates many approaches to being grounded in our body, will strengthen our capacity to be present in the moment, stay grounded in the conversation and be open to creative ideas.

Acting on creative ideas with boldness and bravery

It is one thing to have creative ideas, it is another to have the necessary boldness and bravery to implement creative ideas. Amanda Sinclair points out in her book, Leading Mindfully, that creativity involves breaking with tradition, taking risks, trying out something new and having the self-esteem and resilience to be able to persist in the face of opposition – especially from those who have a vested interest in maintaining things the way they are.

Mindfulness helps us to maintain focus, to remain calm, build resilience in the face of opposition and setbacks, and to become braver and less fearful of the difficulties, dangers and risks involved in implementing creative ideas.

As we grow in mindfulness, we are able to access our inner resources through stillness and silence of meditation, overcome our fears, stay present and grounded, remain calm in the face of difficulties and develop boldness, bravery and resilience as we venture beyond “the tried and true”.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of geralt on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Action Learning and Mindfulness: Admitting What We Do Not Know

In the previous post, I explained how action learning and mindfulness shared the goal of building self-awareness – drawing on the work of Professor Reg Revans and Emeritus Professor Jon Kabat-Zinn.

On the surface, mindfulness and action learning would appear antithetical – mindfulness involves being still, present in the moment and internally focused; action learning involves taking action to create future improvements in an external situation. The more you explore the nature of mindfulness and action learning, the more you realise how much they have in common and how they are complementary, interdependent and mutually beneficial for workplace mental health.

Both action learning and mindfulness develop trust in the workplace, enable agency, build personal capacity, value honesty, engender confidence and build resilience. A key aspect that they have in common is encouraging us to admit what we do not know – an admission that is the foundation for acquiring new knowledge.

Action learning and admitting what we do not know

Reg Revans , the father of action learning, in an interview in Brisbane in 1990, spoke about the need to develop “questioning insight” to be able to deal with the complexity of reality. He maintained that we cannot rely on what we know, nor the knowledge of experts, but we need to admit what we do not know and ask fresh questions. Of course, this stance attracted the ire of university professors because it questioned their position of being the fountains of knowledge.

Reg recalled his days working as a physicist in the famous Cavendish Laboratory in Cambridge University, before he became a Professor of Management. At the time, they had 10 Nobel Prize winners at Cavendish. Reg stated that these great intellectuals had a weekly seminar that you could participate in only on the condition that you were willing to share what you did not know. Lord Rutherford, for example, would turn up and state how impressed he was with his own ignorance.

Reg suggested that admitting what you do not know, rather than trying to convince others of how much you do know, is the beginning of learning and the road to wisdom. He argued that “expert knowledge is necessary but insufficient” and does not equip us with how to deal with new conditions that are complex, uncertain and/or ambiguous.

Reg also pointed out that action learning puts the first emphasis on “what you do not know” and then explores how to address this ignorance. He maintained very strongly that:

If I run away with the idea that I understand everything there is because I am expertly qualified, I’m not only going to get into trouble, but people around me too.

Action learning, then, is about framing the right questions to explore arenas of new knowledge and understanding, when confronted with conditions of uncertainty. It is about exploring ignorance, not boasting about how much we know.

Mindfulness and admitting what we do not know

Jon Kabat-Zinn, in an interview with Krista Tippett, explained that much of our learning at school is about “thinking” and ways to understand things with our minds. Education at school often does not equip us to tap into our creative capacities because creativity requires stillness and silence, not the ferment of mental exertion- argument and counter-argument.

Jon stated that we need to balance out thinking with other capacities such as imagination and that creativity comes out of heightened awareness – preceded by not knowing or understanding. He argued that thinking can get in the road of creativity:

So rather than just sort of keeping tabs of what we know, it’s really helpful to be aware of how much we don’t know. And when we know what we don’t know, well, then that’s the cutting edge of which all science unfolds.

Jon considered that scientists (like Reg Revans and his scientific colleagues) make great meditators because “they’re comfortable with that idea of wanting to know what they don’t know”. He maintains that the history of science is a story of remarkable insights, ‘Eureka moments‘.

Jon stated that it is not as if these moments of insight arise by banging your head against a wall to force the insight. It is when “you have gone as far as thought can take you” and you “rest in awareness” that the insight comes to you – it may even be that you have fallen asleep and then you wake up with the insight or solution.

When I was writing up my doctorate, I took a holiday break with my wife and children and we visited Brown Lake on Stradbroke Island one day. I was not thinking about my doctoral study but as I watched my children playing in the water and took in the beauty of the surroundings, a theoretical model came to me that summarised the contribution of my thesis – I was able to develop this later and incorporate it in my thesis.

There were many times when I wrote a thesis chapter that I had difficulty summarising the chapter in a conclusion. I would invariably “sleep on it” and the conclusion would be fully formed in my head the next morning. It seems that as you stop trying to work out something from what you know already at a conscious level, your sub-conscious mind is freed to make new connections and generate insights from connecting thoughts that you have not seen as connected before. It also seems that you have to provide the sub-conscious with some focus – what Revans describe as a “fresh question” or what Kabat-Zinn discusses as seemingly insolvable problems.

As we grow in mindfulness and action learning and acknowledge what we do not know, we become more open to the creative power that lies within us and to powerful new insights.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of americhter1975 on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Agency through Action Learning

In a previous blog post I focused on agency and mental health – highlighting the mental health benefits that accrue when an employee is given the capacity to influence their workplace environment and to have a degree of power over the way things are done. How then does a manager create a workplace environment that is conducive to mental health through employee agency? One way to address this issue is for the manager to adopt an action learning approach.

Action learning and agency

Agency is a defining characteristic of action learning which involves learning with and through action and reflection on the consequences of your action, both intended and unintended. It is typically conducted in groups within a workplace where employees are collaborating to improve the work environment and the way the work is being done.

Reg Revans, the acknowledged father of action learning, argues that the best way to improve a workplace and the way the work is done, is to involve the people who have the “here and now” responsibility for the work. He suggests that you do not get a Professor of Medicine to solve the problems of nurses having to look after dying children – you get the nurses themselves together to explore the issues they are confronting, identify what creative solutions they could adopt and take action to implement them.

In the same way, Dr. Diana Austin found that the way to address the seemingly intractable problem of midwives experiencing trauma after the death of a baby and/or mother before, during or after birth, was to have the midwives share their thoughts and their feelings after experiencing such a critical incident.

In her presentation at the Learning for Change and Innovation World Congress in Adelaide in 2016, Diana explained that her research involved working with an “action group” of affected parties who gathered information about traumatic events and reactions from each other, from interviews with other affected parties and from external health professionals.

The “action group” identified the unconscious rules of the health professionals as the major impediment to improving the midwives’ work situation. The research resulted in the creative solution of an illustrated Critical Incidents e-book that addressed and challenged the fundamental assumptions underlying the unconscious rules. The e-book is now accessible to all health professionals throughout NZ and the world.

Diana explained that the research by the “action group” led to some key organisational outcomes:

the conspiracy of silence about the personal impact of trauma after a critical incident was unearthed, challenged and removed
destructive assumptions and unconscious rules were surfaced and challenged
the e-book support package was created and made accessible to all
new supportive processes were implemented and self-compassion was encouraged (refer: Austin et al, After the Event: Debrief to Make a Difference)
a collaborative ethos was established that replaced the old ethos of “going-it-alone’ when suffering trauma after a critical incident.

Clearly, the activities of Diana and the “action group” not only improved the work environment and the way the work was done but went a long way to redressing the potential, long-term effects of experiencing trauma, by providing a supportive environment conducive to positive mental health. In the final analysis, the action learning by the group provided increased agency through the ability to change their work environment and the way trauma of health professionals was handled.

As managers and leaders grow in mindfulness, they are better able to facilitate action learning processes within their organisation, thus increasing the agency of employees and improving mental health.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of Wetmount on Pixabay

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Be Brave, Be Creative

In the previous blog post I discussed the need for boldness to take action on a creative idea – to be willing to break with tradition and act on a different way of conceiving something, e.g. Karen Quinlan’s innovations based on a new conception of an art gallery. I also explained how mindfulness can help us to be bold enough to initiate action on a creative idea – by helping us to build calm, clarity, focus and self-belief.

To sustain creative activity, however, also requires bravery. It takes courage to explore new terrain, persevere despite setbacks and maintain your energy and enthusiasm when the going gets rough.

Creativity and bravery

Bravery can be defined as “having or showing mental or moral strength to face danger, fear, or difficulty”. Invariably, there will be setbacks when you set out on a creative endeavour. For instance, Karen Quinlan found that some gallery directors she approached refused to loan her artwork for her gallery. However, she was able to persist with her creative ideas and enlist the help of others who supported her ground-breaking ideas.

While Karen was prepared to take risks, like many successful entrepreneurs, she took only calculated risks. This required considerable research and planning. Amanda Sinclair explained that Karen, for example, knew that women make up 80-90% of visitors to art galleries in Australia and that very few of the male-dominated, art gallery directors made any effort to satisfy the interests and needs of this demographic group. So, she was able to draw on her own interests, training and experience to identify these needs and develop creative ways to meet them.

When you encounter a setback, you often cannot see the way forward but you are able to persevere because of your strong belief in the creative idea, its potential contribution and your capacity to see it through to completion. Mindfulness builds the persistence and resilience required to overcome difficulties and fears along the way even when the way ahead is becoming increasingly unclear.

As you progress your creative ideas and implement your new approach, you will encounter increased resistance from those who have a vested interest in maintaining the status quo. Reg Revans, the father of action learning, who met considerable opposition to his creative approach throughout his life, quoted the German philosopher Nietzsche to explain how new ideas are opposed:

If you think you have a new idea, see what happens. Unless it is opposed by the stupid and ridiculed by the clever, it can have nothing new in it.

In the face of this kind of irrational and emotive opposition, you need support to sustain yourself and your energy. Karen was able to gather a creative team to support the development and implementation of her ideas. This collaboration helped her to maintain motivation, develop creative solutions to problems encountered and build external support. Karen found, as often is the case, that local businesses came on board with her ideas with cross-promotions when they started to see the increase in tourist traffic and international acceptance and accolades for the Bendigo Art Gallery being developed by Karen.

Bravery and mindfulness

Mindfulness helps you to be more conscious of, and grateful for, the internal and external support you receive and to develop the relationships involved through awareness, empathetic listening and loving kindness.

Mindfulness develops calm and clarity in the face of stressors that would undermine confidence or cloud your vision. It helps you to strengthen the courage of your convictions, overlook sustained opposition of fearful people, build resilience and develop new ways around roadblocks and impediments to the way forward. As you grow in mindfulness, you become braver in the pursuit of creative ideas and less fearful of the risks, dangers and difficulties involved.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of johnhain on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Reflection and the Art of Solving Jigsaw Puzzles

Our family has had a long-standing tradition of solving a 1,000 piece jigsaw puzzle whenever we go away on holidays for more than a week.

The collaborative endeavour of solving the jigsaw puzzle has a relaxing effect, builds relationships and facilitates conversation.

Recently, my wife and I went on a holiday and in line with our family tradition purchased a 1,000 word WASJIG? jigsaw puzzle. These puzzles are particularly difficult because the image on the box depicts the present scenario – the jigsaw puzzle itself reflects the same scenario at some future time. So the image you are provided with is just a guide – and sometimes intentionally misleading.

When solving the jigsaw puzzle, it was particularly important to challenge your own assumptions – to change your assumptions about shape, colour or location of a puzzle piece (or sometimes, all three aspects). Often when you got stuck, the way forward was to challenge one or more of your assumptions. This challenge to assumptions was particularly aided by the reflections of the other person, e.g.”Could that piece go at the top, rather than the bottom”; “This looks like becoming a car, not a shop”; “There seems to be a crowd outside the train, have you thought of that to explain the missing pieces?; “Could those two connected pieces be placed vertically rather than horizontally?; “I think that we should sort the last 100 pieces by shape rather than by colour as we have them now.”

The reality is that we have limited perception – we often see what we want to see and often fail to see what is in front of us. We also experience perceptual bias based on our own life experiences. So it is important to reflect with others, to be open to perceptions and perspectives of other people, if we are going to move forward in whatever endeavour we are undertaking.

How often have you worked on a jigsaw puzzle and been unable to find a particular piece and someone walks past and says “this piece looks like it should fill the gap” (and they may have had no prior involvement in the puzzle solving process). They are able to see the puzzle with fresh eyes and have no preconceived ideas or assumptions.

I was reflecting on our processes for solving this jigsaw puzzle and was reminded of the words of Reg Revans, the father of action learning, who suggested that really effective reflection requires challenging our own assumptions. He also maintained that this challenge to our assumptions was achieved more often by reflecting with one or more others. He suggests that when we reflect alone we can often reinforce our existing assumptions – when we reflect with others our assumptions can be open to the challenge of others.

The process of reflection has a strong relationship to mindfulness. As we build our ability to reflect, we become more aware of the need to be mindful in the situation as an aid to reflection (e.g. “If only I had really noticed her reaction at the time, I could have done something about it!”). It is difficult to reflect on what you have said or done, if you lack awareness at the time. In a similar way, when we become more mindful through mindfulness practices, we are better able to reflect-in-action, to reflect on our own words and actions while we are in the process of saying and doing. So, in the final analysis, reflection and mindfulness are mutually reinforcing.

Image Source: Courtesy of Pixabay.com