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is messy:

Especially when we apply our care to others.  We tend to impose our interpretation of solution.   Forcing our framework onto someone else's specifics.  We can look to the spread of particular thought types [belief systems] like religion and engineering as to how care may in fact be both care and lack of care at the same time.  The difference > Perspective.

"If I were in your situation, here is what I would do."

It is mutual understanding that is critical.  Though, we automatically come to everything via our individually unique brains.  Thus mutual understanding gets created in the forth and back dialog surrounding a thing with an attached set of situational specifics.  Hanging out in such space can be uncomfortable.  Reciprocal commitment to honest, open conversation about concerns is essential.  How we begin to understand one another is first by beginning to care someone else's concerns.  The simplest way to break this down is to look at two people, groups split into two person pairs, working to hold another's concern as their own.  Reciprocity.  Your concerns are my concerns.  My concerns are your concerns.  Now how do we act?

"When?  Only when we are being watched, or all the time?"

Consistency.  Rewritten to here >>> from here down old content used as a style holder >>> come to this website and fewer would notice actual works in process... sometimes i write here daily if i'm working on illustrating a distinction... sometimes i'm not here for awhile... ;lkj;lkjdfjddk > old text / content to hold the fom >> humans can indeed change their minds, and from there change the course of life.  We see it over and over again.  In positive frames we call this invention, initiative, flexibility.  In negative frames the opposite; a vacuum of ideas, lethargy and rigidity.  These are all, to some degree, choices.  Physical limitation accepted.  If you are 5'4" you are 5'4."  The choice is in label.

"So, how do we change our mind?  And, make the change stick."

We manage our psychology.  And, this is not simple in our - [do whatever we want, justify it to no end, win at all cost] - societies.

"Toronto, right now may just be waking up to such reality."

The Canadian city in the throws of a massive digital rights play that pits the city's own interests against itself.  Why?  Because it is easy to profit from the sale of things that are not yours.  At a base level this is being a thief.  At other levels simply doing business.

Application > Self: Changing our minds a very powerful concept to take on.  What does it mean to change our mind, really, to set change into action?  What does it feel like?

"Skateboarding between ultimate bliss, and absolute hell."

Fear of the unknown is changes worst enemy.  Change loves the unknown, because it holds more change.  Fear loves the unknown, because it generates more fear.  What's the difference?  Both choices of position along a line between the two.  A continuum of possibility.

Think for a minute about something you were once afraid of, but no longer are.  The simplest thing, perhaps dipping a toe into a pool of water.  Some choose to jump in, some choose to sit on the edge.  Some choose to sit on the edge, then jump in.

Changing state.  We actually do this quite automatically all the time.  Our bodies moving from one location to another a series of animated steps in sequence. 

At closer look WE are really changing all the time.  And, sometimes critical change is available from a perspective right around the corner, we just need to go look.

EXPLORATION: Where should YOU change?  How do we prove change?  How will we know when we have changed?  Where can we see examples of effective change?  Is changing back change? 

Case Example ~ Situation | Solution | Result:

Situation > Working to produce change at the top.

Solution > Listen to where the top thinks he, or she is.

Result > Refinement of positions from the perspective of understanding are more probable.  Fluid.  Less friction.

Distinctions: Care, 

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops,