How we see the world, and what we know about it, is shaped by what has gone before: it is conditional. The notion that our perception and understanding creates an image of the world has long been doubted. At least since the time of Kant, we have known that perception is shaped by a priori concepts, which include how we assess space and time within our perception as well as, for example, the role of causality in understanding. We shape our perception of reality, we do not make an image of it. Hermeneutics, the philosophy of language, has differentiated further the notion that we shape our perception and understanding. Psychology has revisited the epistemological analysis in addressing the meaning of our individual cognitive and emotional development for the way we perceive and understand an internal as well as an external reality, centring on the idea of repetition. This relates further to the works of cultural anthropologists and sociologists who first identified class-specific patterns in perception, understanding and action (the concept of mentality), in order to subsequently expand this to take in the construction of national patterns of perception and thinking. In our times, radical constructivism has addressed the conditions that shape our access to reality. It significantly influenced what we now define as »systemic«: one of the modern foundations of organizational development.
The introduction of the systemic approach has made it clear, among other things, that the structure of a chain of cause and effect can only provide a limited understanding of individual and collective perceptions, ways of thinking, emotional states and accordingly means of decision-taking and performance. Cause and effect works perfectly on all things that are consciously created and manufactured by humans, but is less powerful when it comes to actions set by individuals and collectives. These require an additional understanding of conditionality. That concept is not as clear-cut as the principle of cause and effect. There is not a single condition that lets us understand a particular mode of conduct. Once again, however, it is a concept that is not new: we find it in Buddhist thought, which may explain why an iterative way of working is so much more easily realized in the Asian context.
Mindset describes what used to be called culture in organizational development. Both terms have the advantage that they are highly unspecific and therefore applicable to a range of approaches. While there is always a marketing aspect to be borne in mind in the evolution of concepts in organizational development, we can nevertheless learn from recent analyses of culture and mindset. We construct our reality both individually and collectively from the viewpoint of our individual and collective habits, of where we have evolved from. In the concepts of radical constructivism that also includes functional adaptation. Our decisions and actions are therefore based individually as well as collectively on a priori concepts: they are shaped by what has come before our current reality.
The more recent work on mindset has the advantage that it concentrates more fully on methods that allow us to focus with greater awareness on some of these a priori concepts that shape us. It is a useful method to achieve reasonably fast results for our own conduct. In doing so, we tend to overemphasize our individual mindset in line with the modern credo that »I am the master of my perception, insight and action«. While it is useful to uphold this notion in order to sustain a subject that is autonomous in action, it also leads us to overlook the collective conditions that shape our perceptions, insights, emotions and eventually our decisions and actions. We need a clear awareness of the collective mindset and, going on from there, methodically expand on its significance. Otherwise, mindset work will remain a limited tool in organizational development.
With #Myndleap, #sisko #oudheusden #muengersdorff are zooming in on methodical work with collective mentalities – mindsets – that enables change. It is the only path to achieving sustainable profit for organizations.
The guiding principle was formulated by Ernst von Glasersfeld in 1987, based on the thesis that we establish the very world we perceive involuntarily because we do not pay attention to – and therefore obviously do not know – how we do so. It is a deeply unnecessary lack of awareness. Radical constructivism, similarly to the critique offered by Kant, states that we are largely able to tap into the ways by which we construct the world we experience. The resulting awareness in our operative actions (…) can help us change and maybe improve. (Ernst von Glasersfeld: Wissen, Sprache und Wirklichkeit, Braunschweig 1987).
The »maybe« that Glasersfeld inserted into his hopeful sentence makes it clear how much all that talk about a growth mindset simplifies matters. Where do we find hope? By individually and collectively becoming aware of the a priori concepts that mostly shape our perception, sensation, decision-taking and conduct subconsciously, we gain the freedom to do things differently.
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