This document discusses mindsets, decisions, and the interaction between the environment and mindsets. It suggests that in the period from 2000-2008, the collective mindset driving the economy and businesses was one focused on survival in response to a perturbation event in 1999-2000. This mindset prioritized avoiding pain over seeking opportunities and led to behaviors like herding, risk avoidance, and short-term thinking. To rebuild businesses and revive the economy, it argues we need to change our mindsets from those of the past period and be open to new possibilities, as the same old approaches will not work given changes to the environment. All solutions to challenges are already present, but require updating our mental maps to recognize them.

1. Mindset-Environmental Dynamics and
Economic Revival-
Implications for Leaders and Executives
Simon Bere (MSc)

2. Services
 Specialise in goal achievement models
engineering and science
 Tools, Awareness, Models, Mindsets,
Insights, Strategies, Strengths, Technologies,
Systems, Abilities, Laws, Skills
 Marketing, Sales, Leadership, Peak
Performance, Business, Opportunities
Management Systems and Strategies

4. Objectives
1. Sharing in search for what works
2. To enrich your mind through new perspectives
3. Not a prescription but something to think about
4. Some of it will work for you immediately, some later
along your life, some will never work
5. Feel free not to agree and to agree
6. Your know more than I do
7. I will you a pleasant journey through the
presentation and the discussion

5. The questions
1. What creates the results that we get?
2. What determines our future
3. How do we make decisions
4. hat is an business/or economic or political
environment?
5. Where is our business
6. What are mindsets
7. How do the environment-mindset interactions affect
us?
8. What the EM interactions of economic survival

6. The Road Map
1. What creates the results that we get?
2. Decisions
3. The Business and Economic Environment
4. Mindset, Outcomes and Environmental Dynamics
5. 2000-2008 mindset reconstruction of events
6. Rebuilding our Businesses
7. Reviving The Economy

7. What creates the results we get
 Mindset X
Environment=Decision=>Action=>Results
 Direction of your organisation=Resources
invested/Resources Consumed
 What resources?

8. The Big D
“I have the car, give me the fuel and I will get
there?”

9. DECISIONS
The Ultimate Power

10. DECISIONS
1. Shape our destiny (direction), not history
2. All decisions have consequences!
3. How do we make our decisions ?
4. Where do this decisions come from?
5. What major decision types do we make?

11. What creates the results we get
 Mindset X
Environment=Decision=>Action=>Results

12. SOME PROPERTIES OF DECISIONS
 90% of the decisions unconsciously
 Automatic decision-making schemas
 Emotions before reason
 Pain avoidance first, pleasure seeking second
 To avoid pain or gain pleasure
 Using a memory-based comparison system
 Using four different types of emotions
 Why we do things based on our motivation
 How we do things based on beliefs

13. Mindsets and Decision Making
 The meaning we attach to events determine how we
respond
 Most decisions are made based on two sets of
information
 The brain uses cognitive and emotional information
to make decisions
 Four main memory types used
Historical, Prospective, Navigational, Procedural
Memory
 Pain/Pleasure asymmetry

14. Where do decisions come from?
1. All decisions come out of our emotional
machinery and are modified by our
thinking machinery
2. Decisions that come dripping emotions
are more powerful that emotion-dry
decisions
3. The power of decisions lie in the
emotional charge that the decisions
carry
4. The power of our logical brain is dwarfed
by the emotional charge the decisions
carry

15. Mindsets and Decision Making

16. Mindsets and Decision Making

17. Our Starting Point in Making Decisions shapes our
direction?

18. Factors in the Quality of Decision
 Mindset
 Information Quality, not Quantity
 Emotional State
 Time Available to Decide
 Experience

19. THE ECONOMIC AND BUSINESS
ENVIRONMENT
We create

20. The Global Environment-From now
into the Future
 The future of rapid change
 The future of making decisions at
supersonic speed
 The future of working smarter instead of
working too hard
 Short shelf life of products and services

21. The Environment Ahead-What does it
mean?
 Opportunities will come flying at Mach 10
 Problems will emerge at unexpected times
and from unexpected angles
 Information will become obsolete as soon as
you receive it
 Relationships will become the greatest asset
every business will have

22. The Major Characteristic of New Global
Business Environment
 Tight Integration of Communities,
Knowledge, Expertise, Technologies,
Systems and Skills
 THE TICKET

23. Our world now!
If anyone doubted that we are living in a world of volatility,
uncertainty, complexity, and ambiguity, the events of the recent
past have surely erased those doubts. The other day a friend
was telling me about a job interview she went on. It started with
the interviewer telling her: "I am interviewing you but there is no
job any more, so we won’t be hiring." The story can be told by
many people and in many domains—things that looked stable
and predictable just a short time ago are no longer so, deeply
held assumptions are being questioned and reconsidered,
previously unthinkable ideas beginning to look like new
navigation points.
Marina Gorbis: Executive Director, Institute for the Future:
http://www.iftf.org

24. Necessities for Success in Navigating
the Global Environment
 You must make decisions at a speed faster
than the rate of environmental changes
 You need information on which to make the
decisions
 Stepping up the ability to make new
decisions with little information (The Skunk
works Philosophy)
 Not just any information is enough

25. Information Properties for Success in
the new environment
1. It must be current
2. It must right here, now
3. It must be complete in content and context
4. It must be dynamic
5. It must have swift transmission capability
6. It must be specific
7. It must have compact storage capability

26. The Local Environment
The Economic Discontinuity
Three phases: pre2000, 2000-2009, Post 2009
The Economic System is Recreating Itself
What created the 2000-2008 economic
environment? (a major shift in mindset)
The status
Who created this status and How?

27. The Barrier Principle
 Economic and Business progress stops when we have hit a major barrier (brickwall???)
 An environmental barrier is a collective mindset in which our individual minds fail to thrive
and create the results that it desires
 A personal barrier is a certain way of thinking, feeling and act that limits our ability to
breakthrough collective barriers in a way that restores the ability to thrive and create the
results that we want
 Barriers lead to ineffective or faulty decisions
 More than 18 barriers
 The most important barriers to business and economic progress are mindset (mental)
barriers
 The inability to change means we have not yet found a way around or even identified and
demolished the barrier
 When we shoot past a barrier we liberate ourselves or organisations and they move a step
higher or a lead to a higher level
 How? overcoming a barriers changes the relationships between you and the environment

28. What is the environment?
Collective mental (Psychic) state + Physical
environment (infrastructure)=Environment
The collective mental environment shapes the
personal environment and the personal
environment shapes the collective mental
environment

29. Who is creating the environment?
 “The collective mind creates the
environment” Simon Bere
 The individual mind lives within and is part of
the collective mind
 All human problems are arise when the
collective mind creates an environment in
which the individual minds that created it
struggle to survive

30. What is the future? Who is shaping it?

31. MINDSET
You get what you focus
on

32. What is a Mindset?
Mindsets
 Deep beliefs, attitudes, prejudices, views, self-concept and norms that
we hold to be true about ourselves and the world. Mindsets
fundamentally affect our decisions and our behaviours. They are filters
through which we see the world, colour our judgements, our thoughts,
our feelings and our actions. Through our mindsets we create our own
realities. Mindsets are so deep that we are not conscious of them or
how they affect us.
 Layers of mindsets
 There are layers of mindsets
 Surface
 Intermediate
 Deep

33. What is a Mindset?
A system made of
 Metaprograms
 Beliefs
 Attitudes
 Values
 Thoughts
 Language
 Emotions
 Behaviour
 Self image
 Self concept

34. Impact of mindsets on outcomes
 Same environment, different mindsets, different
outcomes
 Determine the type and ecology of our results
 Mindsets constructs our map of the world
 Govern our targets and the route to our targets
 Govern our responses to our environment through
the way they filter information
 Determine the quality and direction of our decisions

35. The four master mindsets
 Grazing Mindset or (C mindset)
 The Creator mindset
 The basic needs mindset
 The spiripsychointellimotional mindset
 Which mindsets are predominant in our
economy?

36. Mindset Environment Dynamics
The Scenarios

37. Environment-Mindset Dynamics
Status: If you Environment Environment
have been Changes remains the
successful same
Mindset Failure Sustained
remains the success
same
Mindset Failure or Failure or
changes sustained Success
Success

38. Environment-Mindset Dynamics
Status: You Environment Environment
are on a failure Changes remains the
path same
Mindset Definite failure Definite
remains the or success by continued failure
same accident
Conscious Success by Definite success
mindset design or by design
changes accidental
failure

39. Environment-Mindset Dynamics
Probabilities of Environment Environment
occurrence Changes remains the
same
Mindset Extremely High Extremely low
remains the (rapid changes
same or drift) (fantasy
land)
Conscious Extremely low Extremely Low
mindset Enlightened The
changes few adventurers’s
zone

40. Belief/Behaviour Dynamics
Believes Believes
Belief-Systems environment environment
changes remains the
same
Keeps mindset
the same Many (20) Mass of men
(50)
Makes Extremely few Very few (20)
conscious Enlightened
mindset few (10)
changes

41. Environment-Mindset
Dynamics
Mental location Environment Environment
on the Success Changes remains the
Radar same
Mindset Consequence Consequence
remains the The Canyon of Brittle Success
same Doom
Conscious Dynamic Static
mindset Breakthrough Breakthrough
changes Success Success
(Wisdom)

42. Environment-Mindset Dynamics
If you are Then the Environment
experiencing environment remains the same
changes
success
And
behaving/thinking The Canyon of Doom Brittle Success
as if the
environment
remains the same
Thinking as if the Dynamic Your are in the future
environment Breakthrough before it arrives
changes Success

43. Environment-Mindset Dynamics
If you are Then the Environment
experiencing environment remains the
failure changes
same
And
behaving/thinking Success or failure
as if the
Dead and
environment buried
remains the same
Behaving as if the Breakthrough Seeking a
environment Success breakthrough
Changes

44. WHAT MINDSETS MIGHT HAVE BEEN
DRIVING BUSINESS AND OUR
ECONOMY IN THE 2000-2008
PERIOD?
All results come from
within

45. The Big Perturbation 1999-2000
1. An very unusual event to the brain happens
2. Misinterpretation of the event to mean life threatening danger
3. Emotional alarm was triggered
4. Brain concluded it had no resources to respond successfully
respond to the situation through the default natural human
system
5. Triggered an emotional regression
6. Psychological regression
7. Rocked the boat and propagated the response
8. Serious unintended consequences

46. The Physical Equivalents

47. The Response to Perturbation

48. Some Response Behaviours
1. Reacting to the environment instead of shaping the environment?
2. Damage control action versus opportunity seizing action?
3. Relying on experience rather than on potential and possibilities?
4. Sacrificing the future to survive the present
5. Local versus global thinking in business, markets and marketing
6. Seeing things in black or white instead in the full economic
kaleidoscope (example)
7. Trying to change our businesses while maintaining our old selves
8. Making decisions based on fear of losing possessions rather than
on seizing opportunities to grow into the future
9. confusing the economy, business and politics
10. The past equals the future

49. Psychological Explanations
 Herding
 Emotional Regression leading to reptilian behaviours
 Fusion (Temporal and Material and Identity)
 Retreat into psychological foxholes
 Weed sowing
 Self-preservation mode
 Business for business people, X for X people
 Victim Mindset
 Ignorance

50. Some Typical Mental Constructs
1. New is always dangerous (An Innovationicide)
2. The past equals the future (experience, models,
strategies, metastrategies, habits)
3. I know everything; Everyone else knows nothing
4. I do not know anything; Everyone else knows
everything
5. What we know is more important than what we do
not know
6. Everything is either black or white
7. The more the information, the better the decision

51. The Response to Perturbation

52. Rebuilding our Businesses-
Reviving The Economy
From one to many

53. Are we still in the same economic
Environment as before 2000?
 Locally (marketplace economy)
 Globally
 Psychologically (Victim)
 Behavourally (Survive today at all Costs)
 Culturally (Mr Zhou’s Case)

54. Do we still have the same mindset as
the one we had in the past?
Most Probably and Why
 60 000 thoughts and 95% are the same as the once
we had ten years ago!
 We develop mindsets unconsciously and we rarely
make conscious decisions and action to change our
mindsets
 Limbic system learns slowly but have very high
memory retention capacity
 Changing mindsets is a scary game for most people

55. The Biggest Threats to Economic Revival
1. Trying to navigate the new environment using the same
mental maps (mindsets) we used before and during the 2000-
2008 Economic Discontinuity
2. Using the same business models just because they have
made us successful in the past
3. Believing that what we already know is all that must be known
4. Playing the blame game
5. Continue Herding
6. Executive Incest
7. Inability to change
8. Survival Mode
9. Who is in control?

56. Where do we find solutions to
business and economic revival
1. “Solutions to all our challenges and solutions to achieve what we
want are already there.
2. A challenge is a mental state during which we are not yet aware
of where exactly these solutions are or how to find them.
Simon Bere
Call 04-334-805
011-779-891
simonbere@yahoo.com
simon@novelwestchase.com

57. Where are these solutions?
1. All solutions to our challenges are at least one
step away from where we are in our thinking,
feeling and/or behaviour.
2. The furthest solutions are on the other side of
our thinking, feeling or behaviour.
3. We arrive at the source of our solutions by
breaking through a series of mindset barriers
and gateways in our own minds.
4. The ability to change and transform is the first
important power to all our challenges

58. The New Mindset
1. Managing Mindsets is a must not a should
2. I do whatever it takes to shape my environment
(mental, organisational, local and international PES)
3. I think opportunities before threats rather than
threats before opportunities in every situation
4. I invest in my ability to sense opportunities and
challenges long before they arrive (ARBOSS)
5. I make important decision from the future
backwards and based on opportunities for
breakthrough and growth rather than the drive for
self preservation

59. The New Navigation System
 Planning and acting from the future into the future
 Change early ahead of time
 Ride on the waves of change or be swept into
oblivion
 Innovation is more important than ever before
 Receive information, Decide and Act simultaneously
 New posts and departments must created
(information intelligence and Innovation)

60. How must we decide?

61. How must we decide?

62. The Breakthrough Mindset
 Status QUO Vs Breakthrough decision
making
 Fear-Based decisions VS Curiosity Based
 The status Quo psycho-structure
 The Breakthrough Psycho-structure

63. Simon Bere’s Second Law of Self
Sabotage
“We human beings tend to resist any new
solution that will take us from where we are
to a new situation. The further this solution is
away from our conscious awareness, the
stronger the resistance” Simon Bere

64. The Path to Business Revival
The Lady whose mindset
froze
Where is your
business/your organisation?

66. Where is your business?

67. The Watershed Questions
1. What systems will make it possible for me to
have the right information to function and
succeed in the future?
2. What mindset must I have in order to meet the
future and succeed in the future of rapid
change?
3. What must I be doing (or not doing), thinking
and feeling differently about to succeed?
4. What different thoughts, feelings and
behaviours must I have (Stop) to succeed

68. What is required for businesses?
 Back to the enlightened path
 Having the good is not good enough,
extraordinary is better attitude”
 Redifining everything about business and
how they think about it
 Radical and Massive Transformation of
Ourselves from within first
 Courage and Curiosity Versus Fear of failure

69. High Performance, Massive
Breakthrough Action is Key to
Success
1. Transforming our mindsets
2. Revisit our business models with brutal
honesty
3. Vision to become extraordinary at every
level from the person to the whole economy
4. Rebuild business model that fit into the
global economic environment
5. Eyes on the Future Global Environment,
action now!

70. Rethink, Rewire, Rebuild
1. Leadership 8. Staff Motivation
2. Management 9. Human Resources
3. Markets and Marketing 10. Human Capital
4. Sales 11. Staff Retention
5. Finance 12. Performance
6. Recruitment 13. Innovation
7. IT 14. Competition
8. Partnerships 15. Training
9. Business 16. Economy
10. Politics 17. Citizenry

71. Understanding, Uncovering and
Breaking Free of Our Own Collective
and Singular Mental Barriers
1. Conquering our unhelpful old selves
2. Conquering our old mindset
3. Conquering your cognitive self
4. Conquering your emotional self
5. Conquering your habitual responses to new
situations and new people
6. Conquering your status quo mindset and your
unhelpful habits
7. Conquering your old business model

72. Models and Modelling
 Allow us to build systems to recreate the
results we want over and over again
 Doing more with less effort
 Building high performance organisations
 Marketing is the oxygen of the organisation

73. Warning!!! Danger Ahead
“Most people know what to do, but they do not do what
they know”, Anthony Robbins
“The most formidable power human beings have is the
power to communicate and share solutions and
resources with other human beings. The biggest
barrier human beings face in achieving anything is
not the absence of solutions or resources, the
biggest barrier is the ability to conquer ourselves ”,
Simon Bere.

74. Why is it difficult to change
 Mindset
 Biological
 Psychological
 Neurological
 Struggle between the old self and new self
 Intrapersonal conflicts

75. The world is easier to those who strive
to conquer themselves
The Power of Leverage
Simon Bere
Call +263774447438
011-779-891
simonbere@yahoo.com