The document discusses how people develop and hold ideas, and how that shapes their sense of identity and behavior. It argues that we should not identify completely with our ideas, as they can change, and that developing an inner sense of self separate from ideas allows for more flexibility in thinking and openness to new perspectives. Maintaining a "spiritual core" can help us cope with change and allow us to judge which ideas are most useful without feeling threatened. How we think shapes what we see as opportunities. Leaders should focus on developing their own spiritual core to remain calm and open to new ideas to improve results.

1. Think of buying a house. What would you look for?
Now, think of burgling a house. What would you
look for? When the lists are written down they are
very different. This work has been done, and dis-
cussed fully in books and papers. (Refer The Origin of
Consciousness http://ssrn.com/abstract=2814742 and Through the
Glass Darkly http://ssrn.com/abstract=2811861.)
What we ‘see’ arises from the way we think.
What does this tell us? What are the consequences?
How does this help understand ourselves and why
we do what we do?
WE are NOT our ideas
Let’s say someone lived in Christchurch and sup-
ported the local rugby team, the Crusaders. Then
they shifted to Hamilton, and they changed and sup-
ported the local team, the Chiefs. Or, let’s someone
was a Church of England and changed to Methodist,
or was Christian, and changed to Islam. When they
changed, did ‘they’ change? They could have adopt-
ed some different behaviours relative to their choice.
Such as going to the Hamilton rugby stadium rather
than Christchurch.
People need retain a sense of continuity of self…
How? In ‘Origin’ I discuss this as the I of I, that is
the ‘I’ separate and apart from the I that acts. Which
means ideas are a tool of the I of I, the way we ex-
press our presence in the world.
We can change our ideas
It is important NOT to identify with our ideas. Espe-
cially in this fast paced modern world.
We need to learn about what I call our spiritual core,
that is ‘I of I’ beyond our immediate living activity.
A place in mind where we can go and from which
we ‘view’ ourselves and our efforts and feelings. A
permanent place, a place that just ‘IS’…
The I that acts, the I whereby I live is where we
apply our ideas. The I of I within I, is from where I
judge the ideas that most serve and most support I.
We are part of our external world as much as a tree
or photon. This is difficult to grasp and explored
fully in the paper Through the glass darkly. It re-
quires we separate science from actual situations.
We understand via science, which is only ever varia-
bles and the relationship between them (refer
‘Origin’). What we access in our mind is the value
of those variables as active in us.
Part of the understanding is understanding the struc-
ture of our spirit. Which is not something inherent in
us, but something that emerges in us from without
the development of our psyche (refer ‘Origin’).
It is a spiritual structure we create for ourselves
enabling us to cope and maintain continuity of our
spiritual existence in our modern world. If there is
just I, where there is no I of I, then there is the no
gap between my existence and the ideas I hold. To
change ideas is to threaten a change of I.
How do we get fixated on some ideas and not
others?
We manage all circumstances via the image in our
minds of those circumstances, and we assume our
image, our reality, is congruent with the external
circumstances, the Reality. Our internal spiritual
structure is an aspect of our Reality, which we un-
derstand in reality by conceptualising it, and we
experience the result daily. We can change how we
think about it, how we understand it, and that will
change our experience of it.
The ideas we hold are given force via the emotions
associated with them. We can become fixated by
having very strong emotions associated with some
ideas so when that idea challenged we become very
agitated.
What has this got to do with leadership and
management?
The ideas we adopt will determine the opportunities
we ‘see’. Think back to buy and burgle… how are
you viewing your job, and company, and how
things could be improved?
It is not possible to develop a leader without devel-
oping the person. It is not possible to develop the
person without enabling their spiritual peace and
them finding a quiet place that does not rant and
rave, but quietly asserts the ideas appropriate to any
situation.
With a well-developed spiritual core, we are not
threatened by change, we know we will cope and
we can adopt new ideas and new ways of thinking
and not feel threatened.
Relaxed, confident, we can brainstorm new ways of
doing things, we can separate ourselves from how it
has been done and say… okay, that looks like it
will work better, I can adopt those ideas.
We can listen to criticism of our ideas without feel-
ing threatened. It is about better ideas than enable
better result and greater fulfilment in the doing of
them… it is not personal.
We see with our mind not with our eyes
Learn how to hold ideas as tools, it will improve enjoyment of your life
Newsletter 21
Stop. Reflect. Chose and improve
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
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