Tuesday, January 1, 2008

Key Concepts

Wavelength Thinking or WLT: The stream of creative higher consciousness that we tap into which enables us to draw in ideas, advanced concepts and innate knowledge. This creative force is what comes into one’s minds as great ideas, perfect solutions, accurate information, and as our ultimate answers. Because the wavelength moves beyond one’s mundane, every day, limited, rigid, overly restrictive mental frame of control and management of anything, the more a person is able to tap into the stream of WLT, the more profound one’s thinking becomes. Liken the wavelength as “the zone” and tapping in to the stream from a conscious form of meditation—once mastered, this manner of higher thinking becomes more constant, and forms in greater detail that which one is seeking to comprehend. In essence, it’s form coming from the center of the chaos.

Integrative Search or IS-NESS: is the fusion of abstract and logical information that forms a greater whole. In this fused form, the information reconfigures into an expanded awareness to, and comprehension of the subjective and subtle attributes the ultimate candidate will need to possess to fulfill the job description. At this point as well, since this information has the added energy charge fused, this level of the process begins to launch the manifestation process. In a sense one begins to manifest the perfect candidate. This is when the magic begins to happen.

Conceptualization: is expanded thought that taps in to early levels of practical intuition as part of the process, if you will, that surpasses logical thinking. This is the form of mental application that highly creative individuals tap in to that not only “thinks” differently, but also applies energy to the thought process. In doing so, the information gained actually contains a higher probability factor for success than ordinary thought. Einstein said, “Intuition only comes to a prepared mind”. In practice of tapping in to this level of thought process, helps to prepare one’s mind—and practice makes perfect.

Reconceptualization: understanding the interrelatedness of abstract ideas/information. The commonality of relationships form a multitude of abstract thought/information into a coherent whole. This coherent whole, because of the added energy charge that forms within the thought process, has a higher vibrational rate factor than other mental forms of thinking. This is the advancement of creative thinking that brings form to the chaos that matters. This is when the quantum factor begins to enter the equation. Richard Feynman, the famous quantum physicist would be proud.

Competence vs Incompetence: Competence is one’s level of comprehension (one’s ceiling of understanding) in application, and in action. Dynamically, competence and incompetence are like a swinging pendulum—one moves to one’s fullest level of current competence, and then becomes into awareness that new/unrealized factors need to come into play—meaning, one begins to swing to the ebb factor to deal with incompetence—after new comprehensions take place, one then shifts to flow in a new relativity level of competence—until the next shift becomes apparent. Over time, competence—left unchallenged, falls into a restricting form of baseline thinking. The danger for corporations is when this restricting baseline thinking takes over and restricts the evolution toward higher learning/thinking/apprehension. This restriction can cause great consternation to any corporation’s success—it inevitably restricts a company’s evolutionary growth. This is the conflict between changing and evolving. This is how ceilings form in the organizational charts that stifle creativity—the very creativity that is needed to sustain the company in a successful position in the marketplace in continuum.

Common Sense: is not as common as people think. It’s something that cannot be taught—it is actually a more innate ability than people understand it to be, for with a heightened level of common sense a person has a greater capacity to quick-fire relate/interrelate unrelated information, to arrive at a more accurate or relative response to the situation in question. The ability to see through clearly, and almost effortlessly, any issues/obstacles/problems and organize plans/information/outlines, etc. as a form of instantaneous mental discernment. For individuals gifted with a high level of common sense, they appear to be more natural leaders due to this one innate ability.

Triad of Power : is the third force that energizes an existing thought and raises it from its baseline, breaking the stalemate that holds the thought process in the dualistic pattern of argument/struggle within itself. It is this element within the search process that acts upon internal process and moves information in from an external point of origin. In the merging of the then three elements, the power of this third element has the ability to break stalemated efforts, and in doing so, helps transcend the restrictions of baseline thinking.

Baseline Thinking : is thought that is stuck in a rigid, self-imposed, limited pattern of simplified deduction processing. We describe this grounded thought process as “baseline” due to the tug-of-war-like waste of mental energy it can cause, and hinder the ability to “think differently”. Scientifically, we could relate baseline thinking to a stuck pattern within a neuropathway that is holding us back from new ways of thinking and gathering information innately. As if stuck in the gate, not capable of running the race. This limited thinking takes the form of apprehension, self-imposed restricting of new ideas/information, and holds a person in a form of dualistic battle with decision making (right/wrong, good/bad, success/failure).

Delegating Up : Einstein said, “You can’t solve a problem on the same level that it was created”. Here is a potential “tricky situation” within any organizational structure. For “if” a problem is to be transcended/resolved, and you find that it needs to be handled by a “higher-up” within the organization, then delegating up needs to occur in order for a successful outcome to take place. The reality is delegating up is seen as a great attribute by some, and as a detrimental behavior by others. To give a perfect example, I’ll tell you a short story of a friend of mine.

My friend applied for a position in a different division within the company she worked. When her potential new boss talked with her current manager, he asked him what my friend’s greatest attribute was. The current manager answered, “her ability to complete her projects on time”. Then the potential new boss asked what her greatest detriment was. The current manager then answered, “She has a tendency to delegate up”. The new boss hired her immediately. And on her first day working for the new boss, he told her this story, and ended it with this: He told her he hired her because he felt if she were that good with making sure everyone was doing what they needed to be doing to assure success in her projects, her ability to delegate up meant she was covering his ass. She considers him one of her best bosses of her career. Oh yeah, the old manager? Well, he eventually was “synergyzed out of the company. This is a true story.

Add new comment

(If you're a human, don't change the following field)
Your first name.
(If you're a human, don't change the following field)
Your first name.
(If you're a human, don't change the following field)
Your first name.