SIX FOLD METHOD.
the metacognitive collective “six fold method for adaptive integration and alignment” is the way we move in the world and in business to create maximum profitability and harmonized high performance. high performance of self and high performance of team. the six fold method is a roadmap for maintaining profitability continuation. and a roadmap for recalibration and even exit strategy.
chapter two.
awareness is chosen.
The pursuit and cultivation of awareness is one of the most difficult yet rewarding practices of the human condition. In the Six-Fold Method it is important to differentiate between there being an issue, and the awareness of the issue. This is very important within oneself, but even more important when working with others, and in organizational leadership. Just because one or more people are aware that an issue has arisen or will potentially arise DOES NOT mean that others are aware.
The crux of the awareness stage is very specific and strict. Bringing awareness to others of an issue does not mean that that person consents to be part of the next stages of discovery, forum or action. One must consent or choose to become aware, or damage may follow.
An easy dialectical example of this is the following script:
“Hello team, this is an awareness meeting. We are not here to solve this
issue that I will bring up, we are not here to discover why this issue has
arisen, we are ONLY here to bring people the collective awareness that
there is this issue that has arisen. Please take a day or two to allow
yourself to align with your awareness of this issue. If you wish to be part
of the solution to this issue, please let us know. We will hold a discovery
meeting soon as we embark on doing our utmost to solve this issue”
I have already heard reports from colleagues within the government relations space that have used this method to diffuse heavily contentious legal pressures in formal settings, on phone calls, or at in-person deliberations. This is also where the concept of delegation begins within the Six-Fold Method. Here is an example.
The Executive Director of an organization holds an awareness meeting with their Board of Directors. An issue has arisen. At the awareness meeting two board members say that they want to be part of the discovery process. Three other board members express that they are currently dealing with larger priority issues, and they entrust and delegate the discovery process, the forum, and the action toward a solution to the Executive Director and the team of the two consenting board members. This is indeed a successful application of delegating responsibility within the Six-Fold Method. Notice that in this example the core of functioning is consent, and choice. Certain board members chose to become aware and move on to discovery, forum and action. Others had the choice to delegate their trust in the matter to others. This delegation does not reflect an abandonment of responsibility to the organization. Rather, it further confirms the deep trust amongst the board and its members working in unison across a broad spectrum of issues.
I think it is also important to note that within the human condition, one may not consent to being made aware of an issue. If someone does not want to be made aware of an issue at hand, this in turn signifies non-active contribution to the collective consciousness within an organization or initiative. That is not necessarily a bad thing. That person who does not consent to being made aware of an issue, may beworking on a separate initiative that requires so much bandwidth to solve that they may have no available awareness available for other projects. Though described as a non-active contribution to the collective consciousness, this may alsovsignify a deep trust. Such as, if the issue still exists after that party has completed their priority bandwidth initiative, they may then be able to consent to becoming aware of the issue and engaging as their consent and capacity for awareness allows. The most important observation here is that non-active contributions can also be a key proponent of adaptive integration and alignment. Even non-active contributions can be accelerators to growth and evolution!
excerpt of chapter 2 from the paperback and digital copy found here.
