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Ten+ Tenets

Updated: Oct 29, 2022

1. Imagine holding wisdom, not as the accumulation of knowledge, nor as the embracement of high-minded values, but rather, as the absence of illusion. What will this view, allow you to observe? How does it reorganize your worldview and the meaning you ascribe to certain aspects of life? How might it affect your actions? (S: 1)

2. Side with life, not your preferences. Life allows a broad range of preferences and strategies. Since you are biologically capable of thinking and behaving like anyone else, what stops you from adding these strategies to create a more adaptive and fulfilling life? (S: 1)

3. Existential Agency is our actionable awareness of our capacities, responsibility, and freedom to choose how we relate to self, story, and situation. (S: 1-6)

4. How one relates to change is a choice about how one relates to the world, self, biological states, and beliefs. (S:1-6)

5. Life-changing agility is available to us in any situation when we create a flexible relationship to our identity, thoughts, stories, beliefs, and ‘truths’. (S: 2-3)

6. A story is like a game we live within. The most complex and dynamic variable I can bring to a story and situation is me -- when I relate to myself, and my experiences as constructed. (S: 2-3)

7. The identities, stories, and other assumptions we bring to a situation determine much of the situation’s outcome and its meaning. These frames can be resources or prisons. (S: 3)

8. We often confuse how we experience something with the attributes we (usually unconsciously) assigned to it. As if the essence, meaning and experience of that thing or person resides 'out there’. (S: 2-3)

9. We act as if our inherited stories and the stories we made about various life situations are real when they are fabrications -- therefore, they can be changed. (S: 3)

​10. It is not the subject, its purpose, or its meaning, that yield deep information. These are all part of the same story. Explore instead, its function. Why does it exist at all? What is its function in the life of the person or community, what does it do for that entity? Identify the perpetual, self-reinforcing, closed loop. Then change it as needed. (S: 1-3)


11. We all walk around with a primary question that defines our focus, shapes our thinking, relationships, and actions. What is yours? How does it impact your agency? (S2-3)

12. How do we reclaim ourselves fully, reintegrating those aspects we had to shun, barter, diminish in order to survive earlier circumstances? We start by reconsidering our assumptions, reconstructing our perspectives, re-grounding our sense of what matters and what is possible. We continue by engaging, reassessing, and expanding. (S:5)

13. Recombining our experiences means deconstructing, detaching/reconsidering, and then integrating old and new into a hybrid strategy. It’s how we adapt. (S: 2-3)


14. Too often, we focus on having and doing rather than being. We develop a doing habit; we rarely touch being, and its powerful, emergent, interactive, and connected aspects of our capacities. It is in this weakened condition, where we have the least developed acumen and skills, that we try to bring creative energy and transformative power to disruptive change. (S:1)


15. Organizations exist to perpetuate themselves: The well-being of its members is important to the organization only to the point where it serves the entity's continuance. Membership and advancement are granted and maintained to fulfill this imperative. Leadership in most large organizations is mostly maintenance and administration based on power and privilege embedded in the social contract. Therefore, disruptive innovation -- especially if it impacts the privileges and power embedded in the social contract -- while formally lauded as vital -- will often be treated as an existential threat. Relatedly, rarely, is a collective step-back pursued and made real. This requires baring the assumptions that underlie embedded power, renegotiating the social contract together, and changing the narratives that undergird a group’s social reality. (S: 2, 4-5)

S codes relate to the Scope Model at the bottom of this page:

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