I have been avidly following a discussion on an Organisational Change dicussison forum (it is at http://tinyurl.com/35pn2pw although it is a membership only group so you will need to ask to be able to read the very interesting thread)

One post, in particular, took my eye and I reproduce it here with the permission of the author, Dean Anderson (read his profile at http://www.linkedin.com/in/deanandersonbeingfirst )

I offer what is a primary perspective in the world of conscious change leadership that might inform what is happening here. From my worldview, this persepctive is a key ingredient of succeeding in our profession. First, a couple key universal truths, then application to this discussion.

1. Mindset is causative: my worldview, beliefs, and values determine how I perceive and interpret circumstances, behave, and act in the world. Consequently, my mindset generates the results I achieve, or don’t, in any situation.
2. Wherever I go, I show up. I am in every moment of my life. No exceptions. It’s always me.
3. Every moment is then a mirror reflecting back to me my self, in particular, how I am showing up in that moment, revealing an aspect of my multi-dimensional self.
4. If I am consciously aware and able to step out of my ego and into my higher self, or being, then I can reflect on the moment and see my self in action. I can learn about myself, becoming more self aware. This empowers me to respond differently, see other interpretations of the situation, and make positive change in myself if I choose.

In situations that generate more “heat” – emotional responses that carry a fair bit of judgment, reactivity, and positionality – it can be both more difficult and easier to operate consciously and see myself. If I get caught in my reactivity, then I project onto the situation as “the problem that needs fixing.” But if I can remain objective and not get subjectively activated and caught in my triggered emotions, then I have a better chance of “witnessing” my self, learning, and course correcting. In essence, I see the situation as a problem that “I am creating.”

The ego in each of us has various core needs that, when triggered, create “heat.” This is true for everyone.

If your issue is inclusion and connection, then you may have reacted to the splits occurring in the discussion with anxiety and wanted to patch things back together. If your triggered issue is power, then you might have thought there was a power play occurring and you wanted to fight against it (exercise your own power). If control is your issue, then you might not have liked what you felt was an act of unwarranted control over you or the group. Or perhaps your control issue manifested in the other polarity: you actually liked the idea of more control being placed on the group. If it is competence, then perhaps you were glad there was someone demonstrating some competence, or maybe you perceived lack of competence and that pissed you off, or made you think, “what a jerk.” If your issue is justice and fairness, then you might have felt that an injustice was being made and you wanted to right it, or rather, that finally someone stepped in with a method to ensure things in the group were going to be fair and just.

None of these ways of perceiving and reacting are better or worse than the others, and we all have a bit of them all, with a couple being more dominant for each of us. And because we all have them to some degree, my point is not to argue or take a position about whose reaction or position is right and wrong, but rather, to simply look into the mirror of the discussion and inquire, “How did I show up? What can I see and learn about myself, human dynamics, change.

And that, my friends, just might generate a chuckle, and certainly, greater wisdom, and that is a good thing. It will definitely add a bit of self awareness and broaden your foundation for being a conscious change leader, which in the end, will make you a more successful change agent.

Thank you Dean – brilliant!