Layers of Perception

Layers of Perception by (Steve Correa[i], as I learnt from Pulin Garg)

?In seeing what I see, what am I also not seeing? Where does my attention flow, and where does it not? What is the ‘viewing’ of the emergent phenomenon? Pulin Garg spoke of many manifest layers of perception. I have added my understanding to these layers.

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1.??????? Space:?

• This refers to the "space" you occupy, whether physical, emotional, or mental, and how that space influences your perception of a situation.
• Imagine standing in a high-rise office overlooking a bustling city. From your vantage point, you see an orderly flow of traffic and pedestrians, suggesting a city in harmony. But if you were down on the street, your "space" would show you the chaos of honking horns, frustrated drivers, and the grind of daily life. The space you occupy directly affects your interpretation of the world around you.
• When analysing situations, be aware of your "space"—your mindset, emotional state, and physical location all influence your observations. This also invites self-reflection on how this current "space" affects your perspective.

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2.??????? Context:

• This layer emphasises understanding the broader context of an issue and acknowledging that different perspectives lead to multiple truths. It is about understanding the locational context—both the environment and the larger situation surrounding an issue. It's also about appreciating that there are multiple truths based on the standpoint or context from which one examines a situation.
• In a team meeting, one person may see a project deadline as a pressing concern due to their workload, while another may view it as manageable because of their resources. By examining the context—each person's role, pressure, and responsibilities—you begin to understand why there are differing truths. Instead of judging one as right or wrong, you appreciate that each viewpoint stems from its context.
• The suggestion is to shift your context and explore alternative viewpoints rather than sticking to a single perspective. This helps in embracing different truths that coexist in the same situation and is especially useful in resolving complex issues.

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3.??????? Movement:?

• This suggests setting directions rather than rigid goals, emphasising adaptability and responsiveness over a fixed outcome. Movement is not about achieving a specific endpoint but the flow and direction in which things evolve.
• A startup might set a goal to launch an app within six months. However, instead of sticking strictly to that timeline, they adapt to feedback and adjust their direction based on user testing and market response. While the goal might shift, the movement towards creating a better product continues.
• Be open to the evolving process instead of becoming attached to rigid goals. This encourages flexibility and responsiveness to changes, which might lead to unexpected but valuable outcomes.

4.??????? Shade Play:?

• This is about noticing the subtleties that are often hidden or go unseen, the things that exist in the periphery of your awareness but influence the situation. It's about becoming aware of what is edited out of your awareness or what remains unseen despite being present.
• During a conversation between friends, one may pick up on slight tone or body language changes, indicating discomfort, even though it is not directly stated. The shade play here is recognising what is said without being verbalised, like noticing tension when someone talks about their job, even though they claim everything is fine.
• Some things are present in any situation but may not be immediately apparent. It's important to tune into the subtleties—whether in conversation, emotions, or interactions. Ask yourself: What is not being explicitly communicated but is still part of the environment?

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5.??????? Reversals:

• Reversals challenge you to ask, "What is not seen?" They are about finding the blind spots or unconsidered aspects of a situation, challenging automatic assumptions, and flipping your perspective.
• Many discussions about gender diversity in a company focus on hiring more women in leadership. However, a reversal might ask, “What about the experiences of men? Are there barriers they face that aren't acknowledged?” By flipping the perspective, you uncover what hasn't been addressed, adding new dimensions to the discussion.
• Sometimes, precisely what has been ignored or unseen is most critical in a situation. Actively looking for reversals means seeking out blind spots or hidden truths that can shift your understanding of an issue.?

6.??????? Tonality:?

• This refers to the emotional tone, energy, or "feeling" that colours a situation and influences perception. Tonality refers to the emotional undercurrent—the universe of feelings, energies, and inner investment in a situation
• Imagine attending a family gathering where everyone exchanges pleasantries, but there's an underlying tonality of tension because of unresolved conflict. Even though the conversation appears polite, the emotional undertone tells a different story—one of awkwardness or discomfort, which adds a deeper layer to your perception of the event.
• When exploring situations, notice the emotional tone—yours and others. Understanding the feelings involved gives you insight into deeper motivations and helps create resonance or empathy in communication.

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?In conclusion, Pulin Garg’s layers of perception encourage a nuanced, flexible, and deeply reflective approach to understanding the world around us. Recognising the subtleties in space, context, movement, shades, reversals, and tonality can deepen one's awareness and gain more comprehensive insights.

[i] Steve Correa is an Executive Coach and Author of The Indian Boss at Work, Thinking Global, Acting Indian???