How does my personal facilitation process work, and how do I support co-creation processes and innovation initiatives with others?
What's my secret? And how do I want to share it with others? What can I do and what can I not?
Consulting, coaching, mentoring, facilitation, and even 'spiritual' guidance or 'god' channeling are all part of a vast array of services available today.
You might not even realize the true market share and impact of this highly decentralized yet omnipresent industry.
People are willing to pay vast amounts of money to others for guidance and new belief systems, showing that our creativity and motivation are boundless when it comes to securing our safety, security, and personal comfort.
If someone can convince you they can 'almost' magically solve your current problem, you will likely pay them for their advice.
First, to even consider asking them for help, you need to trust them. Trust is a clever mechanism. Without mental clarity and emotional maturity from your part, I can easily manipulate your trust and potentially sell you whatever I want at any price I desire.
The more significant and uncomfortable the 'unfixable' problem, the higher you will be willing to pay me to help solve it.
The more you trust me, the quicker our business transaction will occur. The deeper and more complex the challenge or problem, the more money it will cost you.
These are the basic mechanics of this industry's macro structure. Many other professions and sectors use the same strategy to sell products and services.
We often feel deeply manipulated by organizations and industries producing products and materials we probably don't need. And you are right. You are being manipulated in ways you can't even imagine.
But, compared to the product-driven business, what happens in the service-driven world is a whole different level.
If you want to learn real skills of mass manipulation, mind-control, and 'star-wars' kinds of power-games, go work for an international business or organization that primarily sells 'consulting' and 'facilitation' services.
Today, our economy is service-based. It is highly interdependent with the natural resources, energy, and product-based economy, but the main money in the system revolves around services.
You can provide services to people (B2C) and businesses (B2B). Both markets have different mechanisms and dynamics.
You will not use the same 'manipulation' techniques and persuasion tools with clients in both schemes.
In the universes where I operate, I started talking about other models too.
In some cases, we offer services to entire constellations and networks or clusters of organizations. This approach is what I call Business-to-Network (B2N).
This is a completely different strategy from the normal way we imagine doing business. The concept of 'client' is very different.
In a proper network, power is coherently distributed. There is no real 'boss' or the right way to do things. You work with a diverse and creative group of minds.
If a network has proper management and governance, it cannot be manipulated or corrupted.
A network sees through you before you even talk or walk into the room. A network possesses collective intelligence and wisdom. You are literally 'naked' and transparent when you pitch your business to a network of sovereign leaders or co-creators.
To sell anything to a network (or a community), you need to know exactly what you are talking about and have unreal levels of confidence, expertise, and faith in what you offer.
To do real business with open networks or organizations with shared power dynamics, you must be unforgivably authentic, honest, and courageous.
There is 'almost' no room for nonsense in these spaces. The more coherent and holistically sensible your pitch, the more a network might consider collaborating with you.
Properly designed and managed networks are allergic to corruption or abuse within their ecosystem.
They have the tools and wisdom to see clearly if what you are selling has value or meaning.
This is why networks are powerful and why it's hard to do real business with them.
To pique your curiosity a bit more, the most exciting and powerful form of business I have experienced is the Network-to-Network (N2N) approach.
The dynamics of N2N transactions and operations are incredibly fun, impactful, and beneficial.
But we are not there yet. Let's return to the business logic and the original questions around facilitation.
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What do I actually do with my clients, and how do I do it?
To start, I need to explain how my thought process works and what I can do with my conscious awareness and mental attention.
I can create multiple points of observation in my consciousness simultaneously and sense, feel, and analyze various mechanics and dynamics in interactions and relationships between them. I can see where incoherence or resistance arises and try to fix the entire system, ultimately creating a win-win situation for each point of observation.
This is essentially what any proper facilitator or a mature human brain does.
The uniqueness of my process lies in how I place these points in my observational space and what I observe there. And, also my incredible flexibility and freedom to change the number or the coordinates of those 'sensing' points almost at will.
Most people observe interactions in a 3-dimensional space, which can be represented in a 2-dimensional drawing.
A causal representation makes sense. X impacts Y, and Z empowers W.
But, if you delve deeper into interconnections, the concept of 'causality' can behave strangely.
Understanding interactions in a more complex configuration of space-time reality is impossible to draw or model in 3D.
We are talking about fractals, discontinuity, quantum continuum, time travel, holographic realities, and deep interdependence within a coherent whole.
You cannot easily manipulate multidimensional reality in a 3D world, but you can in your mind if you develop such capacities and practice them.
How do I do it?
My main points of observation are:
1. Me (Individual Consciousness)
2. The reality I am in (Space)
3. Others (Beings or Objects)
4. The shared collective field (Collective consciousness)
I use my physical body, emotions, and thoughts as my teammates and guides.
We communicate and try to understand and 'map' the dynamics and mechanics of interactions between the 'space' and objects (or beings) in that reality.
In business, I create various 'systems' as points of observation and study their relationships and interactions.
For example,
Let's imagine I am assessing your business innovation or stakeholder engagement strategy. What would I look for?
I create a mental system around your organization.
Imagine your organization as a 'bubble.' This is our main system of interest and observation.
First, I understand and feel the overall health and performance within your business 'bubble.'
What are the main sub-systems or entities interacting inside, and what dynamics are used between people and projects?
No, I don't need endless surveys of your employees or a boring audit of corporate papers. It's way faster and easier to see what's happening in your business and where you struggle.
Next, I place your organization in a bigger bubble, the business ecosystem (or your sector, industry, network, community), and observe its behavior and perception by other "players" in the system.
We explore together relationships, power structures, challenges, and opportunities for you and your business partners.
It's not only about your business partners or clients; it's more complex.
It's also about the global economy, geopolitics, deep culture, and regional practices. All these elements must be considered for holistic innovation strategies or systemic initiatives.
Once you understand your real role and authentic power in your business space and how to co-create with other organizations, you will see how to change or adopt your strategy to grow your business meaningfully and coherently.
At that point, you might not need my services anymore and might realize you don't need anyone to tell you what to do or how to run your business. You will know you already have the knowledge and wisdom within your organization and its relationships with your business ecosystem.
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Two elements of my approach are non-negotiable.
First, my personal integrity. I value radical honesty with myself and others.
Even if I wanted to, I can't lie or manipulate you. For my process to work, I must be transparent with myself and you.
Confusion, misunderstanding, or perception distortions in our collaboration could play against us.
This would make my job harder, more boring, and complex. It would be foolish for me to be dishonest with you.
And my services wouldn't yield the results or benefits you hoped for, making me feel useless and unwilling to charge you for worthless services.
In that scenario, we both lose.
And losing is not what my business is about.
I don't believe in competition. I believe in authentic co-creation and collaboration. I seek win-win-win-infinite loops of wins situations and opportunities.
I don't want to win over someone or something. I want us all to win. And I am convinced this is possible and feasible.
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Knowing myself deeply and being charismatic with my power, confidence, and intellect doesn't usually make me unpopular. Being an egoist, but honest, responsible, and authentic, works like magic for a successful entrepreneur.
My challenge isn't there.
The problem isn't my first non-negotiable condition about myself. It's about the macro system we all share and my view of the Whole or collective consciousness.
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One of the funniest things about the business world is how we relate and interact.
We act as if we own the earth and the world around us. We imagine that we hold all power and authority to do whatever we want.
But in reality, we only use limited resources and energy to create new economic or market value.
Once you truly understand and feel this in your body, you realize it's just a funny (or not that much) game we play in life.
...
When we created the concept of the economy, we needed to draft some key hypotheses for our model to work.
One of the main hypotheses we considered as a fact back then was that our natural resources are unlimited.
Since the resources are unlimited, theoretically speaking, the economy can grow exponentially and forever. We can make endless money and buy an unlimited amount of stuff.
This is how we justified the complete nonsense of over-consumption, land property rights, and the very perverse side of capitalism.
On paper, it made perfect sense. But once we realized that resources are actually not unlimited and that we have less and less of them now, it was already too late.
The unstoppable cycle of the world’s economy was already consuming everything it could on its way.
And now we cannot change this simple hypothesis about whether our resources are limited or not. Because if we did, our entire world’s economy would crash in ways you cannot even imagine in your wildest dreams.
This is why we never talk about it.
We invent the global carbon market, we continue wars everywhere, we destroy our forests, and we pollute our water, but we apparently don’t have enough courage to ask ourselves: What if we co-created a global economy model that actually understands how nature works and how we can efficiently collaborate with her and not fight against her?
What if we just changed in our personal and collective perceptions the simple fact that resources are not unlimited? If we did change that belief in our system for real, we would not be creating an alternative virtual carbon market to boost our economy.
We would radically change the way we live, the way we work, and even the way we love each other.
...
Back to the ground.
The reason I might be a very unpopular business consultant for some is because, for me, the quality and coherence of our global natural and social ecosystem are mandatory in any work I do.
I will deeply honor the mechanics and dynamics of how nature and humans truly work, no matter the project we are doing together.
It’s like the bubble of your organization is in a bubble of your business ecosystem. All the business and other ecosystems of this world are part of a very big macro system we call the Whole.
So, if you want your business to be successful and meaningful for an extended period of time, you actually need to make sure you are as coherent with your micro system as well as our shared macro system at the same time.
Obviously, the macro system does not depend only on you, and you are most likely completely powerless there. But, it’s not about the impact you are able to have to change the Whole; it’s more about the level of authentic harmony between what your business does and how our collective shared reality works.
To be truly successful, at the very least, you need to make sure that the strategy you put forward does not destroy the resources (human or natural) you need to continue operating or even surviving in business.
I am unpopular because I usually don’t tell you what you want to hear, and I am not flattering your personal ego. My goal is not to make you believe you have power over me or someone else.
My objective is to show you your own real authentic power, the unlimited creative potential and wisdom of your existing network, and how you can use it constructively in your business. I am not working with you to be nice to you; I help you face the most rigid mental structures and the most intense systemic traumas in your organization.
It’s not always easy or glamorous what you might discover about yourself, your team, your business, the system, or our world.
I am not here to reassure you or validate you. I am here to empower you and make your business more coherent, more resilient, and more meaningful.
My goal is to tell you and show you as simply as I can what will help you the most to make your business (or your community) evolve faster, wider, for longer, and with way more fun in the process.
So, I guess I don’t really facilitate anything either.
I just boost your ability to clearly see, to feel, and to know how to create the change you desire yourself by authentically and efficiently co-creating it through your business affairs with others.
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