Foundations Part II: Paradigms the operating system of life

Have you ever considered how deeply your beliefs shape your reality?

From ancient wisdom comes the notion that the observer, the observation, and the observed are one and the same. This profound insight reveals that our perceptions are not just passive observations but active creations of reality.

Do we truly have free will?

At any moment, we can make choices—either aligning with our comfort zones or venturing into new possibilities. Yet, often we default to familiar scripts shaped by our underlying beliefs, our paradigms.

?What are paradigms?

Paradigms are like the operating system of your mind, directing every aspect of your life through scripts running deep in your subconscious. Inspired by Maxwell Maltz’s "Psycho-Cybernetics," we see paradigms as cybernetic systems, keeping us aligned with our core beliefs.

The operating system of your mind and most likely your life is called Paradigms. They are bundles of beliefs that you hold. It is the filter through which you look at the world. They are scripts running in your subconscious that determines every aspect of your life and your observation of reality.

Understanding Paradigms is Crucial

Before delving into concepts like strengths, values, and culture, it's vital to grasp the power of paradigms. They influence not only our self-conception but also our interaction with others. Understanding this can transform how we see ourselves and engage with the world.

A great starting point in paradigms is Maxwell Maltz’s book Psycho-Cybernetics. Paradigms act as a cybernetic operating system that continuously brings you back on course and alignment with your belief system.

Exploring Major Categories of Paradigms:

I have broken Paradigms down into five major categories. (This is by no means exhaustive but provides a platform from where to explore the power of paradigms and how the rule your life. One can do a series of articles on each of these topics. The purpose here is to demonstrate that they are paradigms than run our experience of our realities.

Self-Esteem: How you view and relate to yourself. In future articles, I will explore self-esteem as a dynamic journey of self-discovery and transformation. How do you view yourself?

Meaning and Purpose: Ever wondered "Why am I here?" Your 'Why' is your driving force; outside of it, everything feels more challenging. Everyone has a why, but most people do not know their why. Have you discovered yours?

Cognitive Flexibility: Are you adaptable or rigid in your thinking? The ability to pivot thoughts and embrace change is crucial for thriving in a complex world. Do believe that things are fluid, flexible and dynamic or fixed, static and rigid?

Trust: is based on the integrity, intentions, and capabilities we perceive in others, guiding our interactions and collaborations., which fosters deep connections and enables us to navigate life's complexities with confidence and mutual respect.

Worldviews: Your beliefs about the world shape your reactions and interactions every day. What are your views on success, spirituality, or social roles? These are but a view question to get you started.

Reflect on your own paradigms:

Are they serving you well, or are they barriers to your growth? When observing others, consider the paradigms that may be influencing their behaviours.

If you criticize someone, you’re actually criticising their “operating system”. The reaction is always the same. Their “Anti-Virus” script will keck in and you are blocked. The result is always anger and frustration – these days the buzz word is “Offense”. Remember the words of Confucius “Offense can only be taken, not given!”? I suggest you ponder this for a while, it will resolve a lot. ??

First effects:

Values, strengths, preferences, presence, focus, and expectations are direct outcomes of your paradigms. These elements shape your behaviour and decision-making processes.

Values: Values are the core beliefs about value and scarcity that guide an individual's behaviour and decision-making. They are foundational principles that influence one's actions, shape personal and professional relationships, and determine priorities.

Strengths: Strengths are the innate capabilities and learned skills that an individual can leverage effectively in various situations. They represent what someone does best and often where they feel most competent and energized.

Preferences: Preferences are individual inclinations or tendencies that dictate how a person typically chooses or approaches situations. These can include preferred ways of learning, working, interacting, and reacting to various circumstances.

Presence: Presence refers to the way an individual shows up in the world, including their ability to be physically, mentally, and emotionally engaged in interactions and activities. It involves awareness and the capacity to influence others positively through one's demeanour and engagement.

Focus: Focus is the ability to direct one's attention and effort towards specific goals or tasks, maintaining clarity and prioritization even in the face of distractions or competing demands.

Expectations: Expectations are the beliefs or forecasts about what will happen in the future, which can shape one’s behaviour and approach to situations. They are often based on past experiences, cultural norms, and personal goals, and they can significantly influence personal and interpersonal dynamics.

Two additional considerations for this tier might be the following concepts. They might span Tier one and two.

Connection: This typically refers to the ability to establish relationships and interact effectively with others. Given its foundational role in building trust, understanding, and collaboration, connection could be considered a first-order effect. It directly emerges from and influences one's values, presence, and preferences, and is crucial for the effective functioning of any interpersonal interaction.

Problem-Solving: This is the ability to identify, analyse, and resolve issues or challenges effectively. Problem-solving could arguably fit well as a second-order effect because it often involves applying one's strengths, focus, and cognitive flexibility (which might be seen as first-order effects) in practical contexts. It also relies on the engagement, motivation, and discipline outlined in the second tier.

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Expanding the model another step:

We can now discuss concepts that are more familiar and begins to explore coaching and leadership approaches.

Discipline: Discipline refers to the ability to regulate oneself and maintain consistency in behaviour and actions towards achieving set goals. It involves commitment, self-control, and the adherence to rules or standards, often requiring personal sacrifice and persistence.

Agency: Agency denotes the capacity of individuals to act independently and make their own free choices. It is the power to take charge of one's life, make decisions, and exert influence over one's circumstances.

Culture: In this context, culture represents the shared values, beliefs, norms, and practices within a group or organization that influence and guide individual and collective behaviour. It shapes how people interact, make decisions, and perceive their environment.

Engagement: Engagement refers to the degree of attention, passion, and commitment that individuals exhibit towards activities, especially in work and learning environments. It's about how involved and emotionally invested people are in their tasks.

Motivation: Motivation is the internal drive that propels individuals to pursue goals, take action, and persist in the face of challenges. It encompasses the factors and incentives (both intrinsic and extrinsic) that energize, direct, and sustain behaviour.

Belonging: Belonging is the feeling of being part of and accepted within a group or community. It involves emotional support, identity, and mutual respect, which contribute to an individual's sense of security and acceptance within a social context.

These concepts are pivotal in shaping how individuals operate within and respond to their environments, playing crucial roles in personal development, performance, and interpersonal relationships. Each concept builds upon the foundational aspects (like values and strengths) established in the foundational bundles of paradigms.

Paradigms are a core foundational area, but are not as straightforward to map Paradigms are all encompassing in our thought process, decision making and actions.

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Change the Paradigm

A first glance at a map of the causal chain of paradigms looks as follows

The only proven path to changing paradigms is through the application of Self-Esteem as in iterative process that includes Awareness, Compassion and Efficacy. The only way to change paradigms is to change your relationship to the belief that you hold on something. It starts with your perception of yourself and your relate to the world.

When Ralph Waldo Emerson: said “A man is what he thinks about all day long” he was not far from truth. What we think about all day long becomes habitual and forms our beliefs. Or it comes from our beliefs and reinforces them. Therefore, we are truly products of our thought processes and act out our own reality according to them.

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Looking Forward

The future articles will dive deeper into how paradigms influence leadership and coaching. We'll explore self-esteem, trust, motivation, and passion — all crucial for personal and professional development.

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Your thoughts and experiences matter!

What paradigms have you encountered in your journey? How have they shaped your perspectives and actions? Share your stories in the comments below to join the conversation on this transformative topic.