A paradigm is a new way of looking at old facts.
In 1492 Christopher Columbus practically proved that our earth is not flat, but spherial. Until that point of time, this was a very controversial theory.
As soon as a new view is accepted,
there is no way back.
The old view becomes obsolete and useless.
The interesting thing is that all our thoughts, plans and deeds will automatically be based on this new paradigm, as an irrevocable truth.
In that sense each epoch has its own paradigms and truths.
Therefore a paradigm can be considered to be part of our world view.
In the Tao Te Ching, Lao-Tse (6th century BC) made clear that ease can only be experienced if and when we reach an equilibrium between doing and being.
Today we are the masters of doing, but almost incapable of being. Being has become something abstract and unproductive for many.
The potential of doing seems to be exhausted.
To do even more, has in many cases
To Lao-Tse, ease was not just being trouble free, but above all, a state where things get done almost by themselves. Today we would talk about being in a flow-state. And this is a state that almost everybody knows by experience.
We may try to achieve similar states in times of leisure. However, most of us cannot imagine that there are innumerable applications for this in our professional lives.
Authentic Consulting was founded
to implement this new paradigm
It comes out of guiding principles - and generates freedom and initiative at minimum effort.
It comes from gentle empowerment - and generates sustainable power from within.
It comes out of presence, high awareness, clarity in the moment - and unties knots by dealing with what actually, really is there.
It is to live what we preach - and it comes out of genuineness, closeness and a living example. It generates motivation and inspiration.
Is to point out the direction consequently without constraining too much - and comes out of openness, clarity, attention, serenity and directness.
It is where proceeds are the natural by-product of fulfilling and motivated work.
The principle that we are all connected to each other. In living systems, one factor alone can never be the cause. That means we are all part of the problem and of the solution.
The principle that people need a choice, in order to ignite the first spark of initiative and motivation. It is crucial to know what turns them on.
It is based on the awareness that everything is changing, and that this is a positive aspect of life, if we can "influence" it.
It is based on a touching and convincing experience that generates much more in us, than elation or short termed actionism.
Is the simple fact that those who take the initiative, are often most engaged for its realisation.
Is the unifying power of a credo or a corporate vision, to which a majority of the employees connect wholeheartedly. It connects people like a family and focuses on a common goal.
It comes out of rules and regulations - and results in caution and reluctance at rather high costs.
It comes out of power and control - and often creates distance, competition and demotivation.
It comes out of the desire to rationalise and standardise - but it creates distance to the people and the actual problems.
It is the image that we have created of ourselves. It comes from deception, half-truths and arrogance - and is bound to create separation.
It is the enforcement of willpower, and comes from discipline, control, reward and penalisation. If not guided by wisdom, it can bring great misery over us.
It is the demand for higher and higher profits, and comes through goals, pressure and control.
It is the principle that there must be a cause for everything. This leads to an unproductive search for explanations and scape goats. Besides, it is mainly an external search.
This often comes out of perceived time-pressure. We know what our people are capable of and delegate tasks to them. Their considerations or wishes mostly remain unknown to us.
Change that we cannot influence nor have a choice, creates resistance. This often leads to a war of willpowers.
Urgency bases on intimidation, and may make us run faster, but only in very rare cases it is sustainable or makes us wiser.
Ideally we would like to engage all employees, if we only had time. Nevertheless, participation often remains a symbolic gesture.
Corporate events, kick-offs and incentives are nice things, but they rarely reach further than a relatively superficial we-feeling.
The present CM is when a desired change is
a) planned by the management,
b) an urgency is motivated,
c) the change is communicated to the employees in trainings and coachings,
d) resistance is dealt with, and
e) the change is reinforced in the organisation.
Good and wise execution of power provides order. At the end of the day, this is what we all want.
This paradigm will be applicable in many areas of society. For a good cause we are happy to commit in cooperations and joint ventures.
Over the last 3000 years clear thinkers elaborated these thoughts for humanity. Our task is to make it graspable and applicable for modern times.
Teams that are guided this way, unfold a lot of enthusiasm. Then it is important to safeguard that they do not overwork out of joy.