This Tree guides you in refusing to give up so as to make your project succeed and produce achievement following severe failure.
This account is not a full exploration of psychosocial issues. It's purpose is to demonstrate that THEE is a model whose exploration generates findings that did not go into its construction. The specific aim is to scientifically validate conjectures developed in relation to the reversal of the oscillating duality and the identification of Root Level pressures of presumed biological origin. See more here.
Note: The main Certainty level in this emergent framework appears to be read this part first.because everything depends on asserting your autonomy to make changes and so separate yourself from others who would give up. It may help to
Seek Guidance at KL7 by
Take Heart at KL4 by
Find Energy at KL2 by
Make It Happen is at KL1 by
There appears to be a move from an abstract perspective on reality down to a practical drive for tangible engagement with events. The two extreme Centres seem externally-oriented: at the top (KL7) you make yourself dependent, at the bottom (KL1) you make yourself self-reliant. The other two Centres seem internally oriented: the upper (KL4) provides a continuity, the lower (KL2) provides an adaptability.
In this central spine, the yourself v your situation duality is fused.
In these balanced Centres, whatever works for you has to apply simultaneously for relevant others and/or the situation:
The three vertical Channels also show a progression: moving down from challenging (KL7 ↔ KL4) through energizing (KL4 ↔ KL2) to confirming (KL2 ↔ KL1).
are specific messages with an unambiguous meaning. may be emitted by yourself (e.g. your physical or mental state, repetitive thoughts), or evident in your environment. They may come from close at hand (e.g. family, co-workers, helpers &c) or from the wider context (e.g. new enabling technology, new legislation &c). Ignoring an unambiguous message is a mistake. Those messages must lead to changes that make a difference.
Becauseare unambiguous they are a prime source of certainty. However, a dispassionate selfless attention is essential because the message may frustrate personal wishes or disrupt expectations. If do not get the necessary , they are rationalized away or denied, and soon get lost in the myriad of difficulties that the project faces.
may also be missed or misunderstood through lack of attention. Whatever the cause, missed mean your energies get misdirected. Meanwhile others, who are dispassionate, see the all too clearly and are likely to lose confidence in you and your project.
are part of where understanding is the critical requirement. You should be able to conclude whether or not a particular event or series of events is a (rather than a sign or symbol or 'just one of those things'). For example, receiving a rejection is almost invariably unpleasant, but is it a that your offer is poor, wrong or bad? Sometimes it is and sometimes it isn't e.g. in publishing, numerous best-sellers have been turned down repeatedly before finally being accepted.
focus, and demands that you . will also challenge.allows you to
To succeed, you must not justin yourself, in your project, and in your approach, but feel good about it. In the present situation where there is usually social opposition, you must also in the value of what you are attempting for others outside your inner circle: your community, customers, wider society, even humanity.
This feel-good form of willingness. Rather you must expose and explore your : question them, check them, investigate them, debate them. Only if go through the fire of calm reflection, intense scrutiny and relevant criticism are they worthy of making you feel good, and capable of providing enough certainty to make success likely.must not be blind or self-serving. It is after all a
Your intenseis also fundamental to your well-being and the well-being of others who become involved in your project (e.g. as supporters, workers, investors). Just because you , does not mean others have to agree or understand why. But your unwavering provides an absolutely vital sense of comfort and confidence for those who associate themselves with your project.
Many people have irrational beliefs based on childhood experiences. These ideas may be inappropriate and grandiose, but mostly they are about being incapable, unloved or unwanted. They commonly focus on irrational fears about others or possible consequences. This is the opposite of feeling good. If such beliefs intrude, they deserve to be properly explored and reflected upon, but then they can and should be dismissed. That is not to say you stop feeling you are always doing the wrong thing (a feeling you have probably had since childhood), you simply don't regard that belief as relevant to the project in hand. It is more difficult if you have a tendency to pessimism (which you call realism), because others may misconstrue this.
commits you to , and it gets support from the that you create. requires you to become realistic about the , and it gets acceptance through your appreciation of . is powerfully boosted by your promotion of benefits from the project's : develops credibility, while is encouraging. As you look for guidance, challenge , and in looking for effects, they energize your .
The project must come alive in terms of images of all sorts because they are the most intense generator of certainty in eventual success. It is not just a vision in the sense of a goal or value, but an intense experience. You need images for how the project is going to proceed, how the outcomes will look, how the benefits will spread. You should picture yourself already achieving results, and visualize getting the job done. You need images of what others will or could do. Although these are your images or at least you are primarily responsible for evoking them, others must be able to see them in their own mind's eye as well.
It is usually helpful to produce graphs, block diagrams, 3D models, or take photographs. However, note that a photograph that is simply symbolic (e.g. a sunrise representing a new beginning) may be unhelpful because it's lack of concreteness confuses supporters and sows distrust in sceptics.
energize your . They should reaffirm those , and be aligned with . They must confirm (and be confirmed by) the easy-to-envisage .that you rely on will
Given the likelihood or expectation of failure, it is not possible to have full confidence the effective action will accord with plans and schedules. Much greater certainty comes from. But these steps should only be activated when the time is right or success will be unlikely or even wasted.
confirmation that you are on the right track (or you get early warning of trouble). They channel (and are channeled by) , and constrain (and are constrained by) .contains steps that can be visualized. So the channel between and should be open and provide
That would be a direct blow to your certainty and confidence, and will surely undermine the support from others. It suggests that something is seriously wrong with your capacity to manage an implementation of a simple sort with well-understood expectations. It might suggest faults higher in the system e.g. in the promised, in your , or even in a crucial . Most seriously, perhaps you ignored that were flashing red or avoided necessary .
The other three levels—KL6, KL5, KL3—have two Centres each: these must take heed of each other and connect to the Centres on the spine.
You have to take up a new position in regard to your project. That means autonomously instituting reciprocity between what you and what you nowthat you alone are responsible for. You believe in the project so that does not need significant alteration. However, given that others do not support it or you, and failures to date are not encouraging, something is obviously going wrong. Your independence of mind and readiness to assert yourself in the face of opposition and evidence is therefore fundamental. You must determine what alterations are called for to bring you centre-stage and get others on board. As you are part of your situation, there needs to be some
Your project now depends more than ever on you—especially how you conduct and present yourself. There is a need for a greater identification with your project and that certainly means changes to your life: perhaps to your work arrangements, to your daily schedule and time management, to certain relationships, to attitudes, to existing financial commitments. Such changes are up to you to determine, to insist on and to make, but some may have to be evident to others as part of winning them over. They must not threaten to destabilize you.
become committed to your . They also strengthen your ; and, because they put the project above your convenience, they help you focus .ensure and show that you
You project operates within an environment that includes factors that affect success. It is typically essential to alter that social situation. While you cannot control your environment, you can decide for yourself what changes are required, and then create them opportunistically. Some changes will be intrinsic to the endeavour-proper (e.g. altering suppliers, changing recruitment), while others are contextual (e.g. altering the form of project ownership, moving the location of work).
Your changes may be referred to as improvements, but the effort here is to modify rather than to improve. As with changes you impose on yourself, the project itself is regarded as adequate. It just needs new forms that give it a chance to get off the ground.
How and what you demand, encourage , and support your .must
Others will wonder what your project is about. So you need to go back to the project ideas and extract those concepts that define it. You should do this for yourself as well as for others. Only if you understand thoroughly, can you be certain. Certainty in understanding also lets you explain what you are attempting in a clear pithy way. Your complementarity.of your own project necessarily influence what others think, but the reverse should also hold. While the two perspectives differ, there should be a
Note that concepts differ from outcomes. are an essence of the whole, necessarily more abstract and general than the tangible and often conventional benefits intrinsic to e.g. Henry Ford's revolutionary concepts were "a car for the middle classes" "mass production" "consumerism", while his outcomes were usual and desirable: "cheapness" "reliability" "profitability".
Yourof the project usually sounds rather abstract e.g. (a) dirt-repellant clothing, (b) tools to manipulate intuitions. If it is highly innovative or controversial, details may be best kept within the small circle of genuine supporters: but you have to be able to explain the concept well. (Note that public relations and marketing are issues for the endeavour-proper.)
become realistic. They validate your , and strengthen the .help to ensure
Is the Concept Enough? Developing a project demands far more detail than just the . But that is a matter for the endeavour-proper. All those details of that endeavour are crucial to sustaining an intelligent in the project. They require clarification and articulation, but they do not belong in these Centres. It is common to find that people can go into great detail about project activities while being unable to explain in simple terms what is special about their project.
Outsiders will have their ownof your project, one that makes sense to them or is what they hope for and expect. By discussing and exploring, you can discover what this is. Your appreciation of these ideas must fit with your . In the examples, above, the outsider concepts might be in (a) making clothes last longer—which may be a long way down your list of priorities; and in (b) usefulness in advertising—something you may find distasteful.
encourages your , helps in getting acceptance of your , and should justify the you aim to gain for yourself.
The project needs desirable feasible outcomes that maximize impact (i.e. refusing to give up, you must identify and promote those outcomes. Their acceptability will give you certainty. However, there must also be outcomes that make your own effort worthwhile. Again the criterion is acceptability to yourself. must take into consideration , and vice versa; but value for others must come first.). These are the rationale for persevering with a project that seems to many wrong-headed, doomed or impossible. In
You must be certain and precise about how others are going to tangibly benefit from the successful execution of your project. The more revolutionary the project, the greater the orientation to benefit many, either within a community, or sometimes for a much wider society or even globally.
These credibility for your , and validate your . They should align with , and channel chosen to give confidence about successful progress.provide
Even if you are motivated by your commitment to the project and your beliefs, you must get something tangible from it as well. It is not enough to be proved right: because you know that already. You must therefore insist that successful execution of your project should bring you a financial reward, or get you a promotion or public fame, or something else that is equally concrete.
encourage you to Your . on them also reaffirms the relevant , and constrains the choice and timing of .
Last Updated: 24-Mar-2014. Last amended: 22-Jan-2015.