Resilience against covid 19 with Mindfulness Engineering

MINDFULNESS ENGINEERING™:
A THEORY OF RESILIENCE AGAINST COVID-19
DR. SHIMA BEIGI
BSc, MSc, MSc, PhD.
Founder of Mindfulness Engineering™
The Centre Leo Apostel (CLEA)
for Interdisciplinary Studies 
Vrije Universiteit Brussel in Belgium
Ideaxme Rich Connectedness Ambassador
shima.beigi@vub.ac.be
31 March 2020

• SARS-CoV
• Disease potential
• Cross-species transmission events
• Outbreaks in human
• Current pandemic impacts
• Building resilience with Mindfulness Engineering™

COVID-19
Centres for Disease Control and Prevention (CDC)

020 https://doi.org/10.1016/S1473-3099(20)30257-7 1
r COVID-19
challenging.
nt piece of
rom various
orldwide.The
nd disastrous
dical systems
er countries.
ty ratio for
ts and time
atients from
4%.4
From a
report from
d Prevention
tio of 2·3%,
ocation and
bei vs 0·4%
ases of the
for Jan 1–10,
d 0·8% after
les vs 1·7%
and location-based under-ascertainment, Verity and
Figure: Comparison of case fatality ratios for SARS,1,8
COVID-19,7
and seasonal influenza9
SARS=severe acute respiratory syndrome. COVID-19=coronavirus disease 2019. CrI=credible interval.
CI=confidence interval.
0·0024% (0·0004–0·0051)
Influenza (95% CI)
1·38% (1·23–1·53)
COVID-19 (95% CrI)SARS
14–15%Overall
Age, years
0–4
5–9
10–14
15–17
18–19
20–24
25–29
30–34
35–39
40–44
45–49
50–54
55–59
60–64
65–69
70–74
75–79
≥80
0·0%
0·5%
1·6%
10·0%
13·0%
25·3%
52·5%
69·6%
0·0026% (0·0003–0·038)
0·0148% (0·003–0·076)
0·06% (0·032–0·132)
0·146% (0·103–0·256)
0·30% (0·22–0·42)
1·3% (1·0–1·6)
4·0% (3·4–4·6)
13·4% (11·2–15·9)
8·6% (7·5–10·0)
0·0013% (0·0004–0·0036)
0·0004% (0·0001–0·0012)
0·0018% (0·001–0·0042)
0·009% (0·0056–0·0214)
0·0487% (0·0341–0·0789)
www.thelancet.com/infection Published online March 30, 2020 https://doi.org/10.1016/S1473-3099(20)30257-7
Comparison of case fatality ratios for SARS, COVID-19, and seasonal influenza
(SARS=severe acute respiratory syndrome. COVID-19=coronavirus disease 2019. CrI=credible interval.
CI=confidence interval.).

the prevalence and great genetic diver
CoVs, their close coexistence and the
bination of the coronaviruses, it is ex
variants will emerge in the future60,61
. B
no SARS cases in Yunnan province
outbreak, we hypothesize that the dir
SARS-CoV was produced by recom
bats and then transmitted to farmed
mammal, which then transmitted the
faecal–oral transmission. When the vir
were transported to Guangdong marke
in market civets and acquired further
spillover to humans.
Variability of SARS-CoV in human
The genome sequences of SARS-CoVs
ets are almost identical to the genomes
CoVs42,62
. However, two genes show ma
first variable region is located in the S
CoV S protein is functionally divided
denoted S1 and S2, which are respon
binding and fusion with the cellular m
tively1
. S1 is further divided into the
domain (S1-NTD) and the carboxy-
(S1-CTD). The S1-CTD functions a
responsible for binding ACE2 and e
Two amino acid residues in the RBD,
identified to be essential for ACE2-me
infection and critical for virus transm
to humans76,78
.
The second major location of varia
sory gene orf8 (FIG. 5). On the basis
the SARS 2002–2003 outbreak could
three phases, with the early phase ch
limited number of localized cases, fo
dle phase during which a superspread
in a hospital and finally the late phas
spread62
. The viral genomes from ear
contain two genotypes of orf8, one
orf8 (369 nucleotides) and the othe
82-nucleotide deletion. By contras
from late-phase patients and most of t
?
?
? HCoV-NL63
Intermediate hostNatural host
Genetically diverse
coronaviruses Human host
HCoV-229E
HCoV-OC43
HCoV-HKU1
SARS-CoV
MERS-CoV
SADS-CoV
Spillover to intermediate hosts
Mild infection
Severe infection
Fig. 2 | Animal origins of human coronaviruses. Severe acute respiratory syndrome
coronavirus (SARS-CoV) is a new coronavirus that emerged through recombination of
bat SARS-related coronaviruses (SARSr-CoVs)20
. The recombined virus infected civets
42,62
Cui J, Li F, Shi ZL. Origin and evolution of pathogenic coronaviruses. Nature reviews Microbiology. 2019 Mar;17(3):181-92.

Callaway E, Cyranoski D, Mallapaty S, Stoye E, Tollefson J. The coronavirus pandemic in ﬁve powerful charts. Nature. 2020 Mar 18.

https://www.gisaid.org/epiﬂu-applications/next-hcov-19-app/
Genomic data on the Coronavirus using online platform GISAID:
Showing 2434 of 2434 genomes sampled between Dec 2019 and Mar 2020

European Centre for Disease Control and Prevention
Distribution of cases of COVID-19 by continent
(according to the applied case deﬁnition and testing strategies in the affected countries).

EUROCONTROL
The daily variation of Traﬃc per State compared to 2019.

Figure 16: Processes of Social-Ecological Resilience.
e, function,
ccomplished
eful’ system.
ion between
rsist change
question, if
w degree of
b-space for
ed by lack of
ood basins’.
d but mainly
et of shocks.
system.
ical systems
) to absorb
d parameters
lling (1973)
ses it “as to
ocesses and
y. Redundant
e two factors
ure.
Learning Plays a Critical Role in Resilience.
Carpenter et al (2001) question of resilience of what to what [2]
addresses:
What it needs to be retained and what the magnitude of change is (i.e.,
is the system robust enough in relation to the particular desired state).
In addition, resilience is often defined with the notion of bouncing
External Shocks
1
e, seeks, and
lections of
em.
m
5
4 3 2
Resilience
Beigi S. Mindfulness engineering: a theory of resilience for the volatile, uncertain, complex and ambiguous (VUCA) world (Doctoral dissertation, University of Bristol)

What is Mindfulness Engineering™?

: Resilience from the Lens of an External Observer. Scharmer (2014)
logical resilience and through the eyes of the external observer, Corner (2006) argues that a
erson or an organisation demonstrates the following five key characteristics or qualities [109].
ositive
ocused
Classical Engineering
Scharmer CO. Theory U: Learning from the future as it emerges. Berrett-Koehler Publishers; 2009.
Figure 19: Resilience from the Lens of an Internal Observer. Scharmer (2014)
Figure 20 extends Figure 15 and shows that there is a space before an external viewer rec
occurrence of resilience. Frankl (1992) beautifully stated that being resilient in face of e
conditions depends on the management of this energetic void [111]. In this existential void, a r
sub-processes operates. These processes are (Fig 21):
Mindfulness Engineering

In this section the building blocks of the theory of Mindfulness Engineering, Figure 17, will be
discussed.
Figure 17: The Building Blocks of the Theory of Mindfulness Engineering.
4.2.1 The Resilient Agent (RA)
“The Resilience Agent (RA) is defined as an agent that is able to successfully do Resilience Thinking
and apply Resilience Management.”
The Resilient Agent is an attempt to provide a platform for integration of the concept of Resilience
Resilient Agent
Resilient
Interface
Resilient
Living Space
Mindfulness Engineering™

56
Figure 20: The Gap between Stimuli and Response.
1. Stress
Interpretation
Cortisol Levels
Attention
Focus
2. Absorption of
Shocks Micro-scale
Brain
Learning
Distress
Eustress
4. Undergoing
Change (Disorder)
Mobilisation
Resource Levels
Purposefulness
Goals
3. Reorganisation
Meso-scale
Resource Pool
Memory
Prioratisation
6. Outcome
Navigation
Level of Connections
Situational
Awareness
Openness
5. Retention of Key
Functions
Macro-scale
Leardership
Identity
Positive
Negative
1
2
3
4
5
Process of Resilience

If we consider the example of lightning as a metaphor for change, the link between definitions of
resilience and Korzybski’s (1921) view can be seen. It is necessary to define resilience in a way that
encourages social systems to adopt an active role in not only interpreting the change but also in
positioning themselves in response to a changing condition.
Figure 13: An Abstract Demonstration of the Resilience Discussion Theme.
TypeofResponsetoChange
1. Passive Coping Style 2. Adapting to Change 4. Living with Change3. Shaping the Change
Proactive Coping BehaviourPassive Coping Behaviour
Time
Tipping Point
This figure explains an abstract representation of four different ways of interpreting change. In the first scenario,
the system has a passive coping style and becomes overwhelmed when conditions change. In the second scenario,
the system has a slightly better way of treating change. However, the system is not able to retain its identity. This
is shown by deformation of the system by the change. In the third scenario, the system is able to accommodate
change and avoid deformation. However, this style of coping is still limited because of lack of active learning. The
fourth type of behaviour is an approach of a resilient system and is about being able to live with change and
continuously learn. The resilience discourse is about moving from passive coping to active coping and perceiving
change as a challenge and an opportunity for growth.
System
Change
Prototype of a Resilient Agent

Type of Agent Description- Extracted directly from [146] Adaptation Style
1 Passive
Do not participate in a system unless specifically contacted and
event they only act within well-defined constraints.
Passively coping
style
2 Reactive
May be simply able to “receive” a message from another agent and
“transmit” a standard response. Others may be able to process input
before demonstrating behaviour dependent on the result if the
process. Such behaviours may be guided by “if then” decision rules
or some decision algorithm.
Adapting to change
3 Active
Have properties that allow them to interact with other agents within
the system, across system boundaries and within vertical hierarchies.
Shaping change
4 Adaptive
Capable of modifying some of their parameters or variables states or
in some instances their rule sets. Adaptive Agents are Capable of full
agency.
Living with change
Table 16: Mindfulness Engineering and Typology of Social Agents’ Adaptation Styles.
4.6.1 Resilience Thinking Walker at al. (2006)
"Whatever the future might hold, Resilience Thinking offers a basis for navigating a graceful passage
through the release and reorganization phases that will follow [37]."
Prototype of a Resilient Agent

Watkins A. Coherence: The secret science of brilliant leadership. Kogan Page Publishers; 2013 Nov 3.
increases, there is a need to learn how to operate in space that is qualitatively different from those of
previous generation. Hence, the intersubjective space of “We-Space” is proposed as a way to raise an
awareness on the importance of both horizontal and vertical developments of social agents in operating
in an uncertain and complex world. The framework of enlightened leadership in Figure 51 and 52 are
used to demonstrate the cognitive shift that the notion of “We-Space” towards which aspires.
Figure 51: Current Incoherent Leadership vs Coherent Enlightened Leadership. Watkins (2013)
COVID-19 Lesson: The World Needs New Leadership

(energy is motion). Learning how to change the quality of signals in our system to deliver brilliance
every day is the first skills of Enlightened Leadership [35]. Figure 45 shows the characteristics of
Enlightened Leaders.
Figure 45: Enlightened Leadership Skills and Intelligences. Watkins (2013)
Mindfulness Engineering argues that “to enable Resilient Agents to be in a continuous state of
Resilience Thinking, the surrounding environment has to be designed in way that fosters social agents’
capacity to access their emotions to draw resources from them”.
Enlightened Leadership

Figure 51: Current Incoherent Leadership vs Coherent Enlightened Leadership. Watkins (2013)
Figure 52: The Enlightened Leadership Model. Watkins (2013)
Observing Resilient Agents internally and externally leads to different observations. These difference
are presented in the list below. In the Endnote some of these traits are defined.
COVID-19 Lesson: BUILD A WE SPACE

COVID-19 Lesson: Cultivate Resilient Agent Characteristics
Inside-out Observation Outside-in Observation
Characteristics Demonstrated Behaviour
Autonomy Purposefulness
Awareness Acute Sensing
Anti-fragile Growing stronger out of stress
Presence Generative3
listening
Self-mastery Self-discipline
Cardiac Coherence Coherence
Enlightened Leadership Mind-body integration
Low Cortisol levels Mindfulness
Active coping Finding options
Self-organisation Spontaneity/ agility
Humility Openness
Humour Reflectiveness
Self-Faith Level Five Leadership
Self-confidence Responsible
Wilfulness Intrinsically Motivated
Modesty Openness
Risk-taking Observant
Internal Locus of control Shaping the situation
Presence Comfortable with silence
Highly evolved self Let go of the past4
Embracing change Acceptance
Competence Continuous learning

169
Figure 72: A Casual Loop Diagram of the Structure of Feedback Loops in the Recovery Process of System of Haiti.
Stored
Potential in
The
System
Of Haiti
Energy
Available
For
Recovery
Work
Metabolic
Mobilization of
Energy
Energy
Expenditure
Desired Energy
Level
Discrepancy
Energy Intake
(Activating factor)
+
-
-
+
Flow of
International Aid
Population
Dislocation
Trust
Pressure on the Rest
Of Community
Lack of Knowledge
About Population
Dynamics Competition in
Work place
Earthquake
-
-
+
+
-
-
+
-
Chorea
Outbreak-
Election
-
Poverty
+
-
+
-
Regime Shift
+
-
Simplified
Mental models
-
Climatic
Factors
+
+
Poverty Trap
Rigidity Trap
Prior Poor
Sanitation
+
+
COVID-19 Lesson: Identify Systemic Vulnerabilities

Figure 54: Adaptive and Maladaptive Patterns in Relation to Acute-onset of Disasters. Masten (2008)
“Overall patterns reflecting resilience are shown with dashed lines.
A = Resistance
B= Delayed breakdown
C = Normal response and recovery
D = Breakdown without recovery
E and F = Positive transformation from higher and lower starting levels of adaptive functioning
COVID-19 Lesson: Plan for Recovery Phase Now
Masten AS, Obradovic J. Disaster preparation and recovery: Lessons from research on resilience in human development. Ecology and society. 2008 Jun 1;13(1).

ResourceDynamics
Time
ResourceGain1
Resource Loss
ResourceGain2
Psychological Stress
Will
Resource Gain Resource Loss
Type of Coping
Mechanism
esilience
Shocks
Leads to
Disrupt
COVID-19 Lesson: Post-shut-down Stress Disorder?

!
!
!
the resilience management strategies management change across scales.
"
Figure A. History matters in shaping resilience at scale.
Figure B. Systemic Resilience of Infrastructure Systems at Scale. Authors' depiction.
A
B
C
D
E
Performance%
Future 1
Future 2
Future 3
Development
• Zone A: We are driving from our old resilience capacities. And our capacity to manage the
impact of shocks and stressors depends on our historical efforts to maintain systemic
resilience (Fig. A).
• Zone B: Quality of failure matters.
• Zone C: Handling Chaos.
• Zone D: Handing phase D or the recovery process is the ultimate art of stakeholder
engagement, vision building and vision sharing.
• Zone E: Neutralisation and intentionally Building Future: What kind(s) of future(s) do you

215
Figure 88: The Anatomy of a Resilient Living Space. Living City Project (2014) and Alexander Hirka (2014)
The Resilient Agent (RA)
Head: Place of ideas, target of education
Brain: The control centre of the body
Subconscious Mind: Storehouse of believes
Nose: Smell, Breathing
Eyes: Vision
Ears: Listening
Mouth: Eating
Lungs: Breathing
Heart: Breathing, communication, culture
Stomach: Energy production
Hands: Action
Digestive system: Waste and recycling
Legs: Transport
Feet: Grounding and rest
Central Nervous System: sending, receiving, and interpreting information from all parts
Automatic Nervous System: Regulating the function of internal organs
Immune system: Protect the host from environmental agents such as microbes, preserving the integrity
of the body.
Endocrine system: secretes and produces hormones
The Resilient Living Space (RLS)
What is the vision? Does it support Resilient Thinking and Resilient Management?
Can it speak to the brain’s language?
Does it support the conscious & the subconscious mind in a healthy way? Can it nudge them positively?
Is the air we breathe clean?
Is it visually aesthetic / attractive / stimulating?
Is it compassionate and listening?
Is its infrastructure resilient?
Is its ecosystem resilient?
Is it inspiring?
Does it supply resources from sustainable and resilient sources?
Is it supportive of new actions?
Is its recycling networks closed?
Does it support healthy commuting?
Does provide feeling of calmness?
Does it actively eliminate stress? Does it absorb shocks? Does it support self-organisation and learning?
Does it actively support formation of positive habits?
Is it aware of changes in the physical-mental-spiritual health patterns of the social agent?
Is it positively stimulating our hormones?
Figures are inspired by The Living City:
The Anatomy of a Green Capital Project
www.architecturecentre.co.uk
The Illustration on the right is the
artwork of Alexander Hirka
www.alexanderhirka.com
Energetic Body and 7 Chakras
COVID-19 Lesson: Building A Global Resilient Living Space

COVID-19 Lesson: Invest in Future Infrastructure Systems
• Critical Infrastructure Systems
• Artificial Intelligence
• Information Communication Technology
• Promote Scientific Collaborations
• Collaborate for New Global Health Measures
• Protect Entrepreneurs
• Data

• Better understanding of risks;
• Increasing awareness on resilience specially in highly vulnerable
regions of the world
• Enhancing abilities to bring together skills and capabilities from
different part of the world;
• Work in a much more flexible manner to deploy skills and
capabilities; and
• Better ability to provide incentives to change behaviour; and
• Remembering those who lost their lives in the pandemic.
COVID-19 Lesson: Building A Global Resilient Living Space

COVID-19 Lesson: Going Back to Roots

COVID-19 Lesson: Taking off the Suit and Connecting to System of Life

“Thank You and Stay Home”
shima.beigi@vub.ac.be

Resilience against covid 19 with Mindfulness Engineering

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