So, in corporate life and in any other realm where the expression of experience is not allowed, we are paralyzed. To give expression to the experience is healing, but it is not allowed. So, bringing people to the ability to look at basic experiences is transformational.
Bill. So, hidden experiences do not teach.
Julio. They do not.
Bill. That’s very powerful.
Julio. Revealing them is part of the work we are doing.
Bill. The answers we give, once again, usually are the assessment of the experience rather than the experience itself
Julio. Exactly. And, by the way, one question can have multiple answers. One experience can have multiple explanations. In which domain do you want to explain this- spiritually, physiologically, aesthetically, archetypically?
Bill. I was thinking of John Dewey (1929) and the American perspective that if you want to understand some system or phenomenon, give it a kick; try to change it. Its reaction back to you teaches you more about that. That’s raw experience.
You’re in this business of trying to change things, kick things, transform them, and be a troublemaker. At a wonderful symposium we just held, one of the participants gained an important insight. He had been told all his life that he was in trouble. At this symposium, he discovered that there’s a difference between “being in trouble” and “making trouble.” It’s all right to make trouble; just don’t be in trouble.
So, what part of you is that American kick-it-and-understand-it from-that? To what extent is Newfield in the business of change, and what are your assumptions about how change and transformation occur?
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