Roger Bannister hatte als Läufer eine körperliche Leistungsgrenze überschritten, die bis dahin nicht überschritten worden war. Im Jahr 1954 schaffte er es als Erster, 1 Meile (ca. 1,6 km) in nur vier Minuten zu laufen. Nach ihm schafften andere Läufer es auch, diese Hürde zu nehmen.

• Das universale (Bewusstseins)Feld ist GOTT, das Absolute.
• Ein Attraktorfeld, auch morphogenetisches Feld genannt, ist fraktal, das heißt unendlich.
• Es bildet Kontext.
• Es ist nichtlokal.
• Es zeigt die verborgene Kohärenz von Dingen, die inkohärent erscheinen (nachgewiesen von Edward Lorenz).
• Gruppenauras und Energiefelder sind Subfelder, die innerhalb von Attraktoren auftreten.
• Meme sind kulturelle bzw. gedankliche feinstoffliche Einheiten.

Am 1. Februar 2003 geschah ein NASA-Unglück, als die Weltraumfähre Columbia beim Wiedereintritt in die Erdatmosphäre auseinanderbrach und verglühte.

Weltraumfähre Discovery hebt ab.
NASA Kennedy Space Center, Mission STS-124, 31. Mai 2008

Die nachfolgende Untersuchung kam zu dem Schluss, dass es keine simple Ursache dafür gab oder einem der NASA-Mitarbeiter die Verantwortung dafür zur Last gelegt werden könne. Am 27. August 2003 stand auf dem Titelblatt der Zeitung International Herald Tribune zu lesen, dass die unzureichende Isolierung der Raumfähre Columbia die Folge des Feldeffekts innerhalb der Gestalt NASA gewesen sei.

• In most organizations, hidden ground rules govern what can be said and what cannot. Such cultural rules run deep, and they typically resist change. At NASA, for example, the cultural ground rules that contributed to the Challenger explosion sixteen years before were still operating in 2003, leading to the Columbia shuttle disaster. The panel that investigated the Columbia tragedy went beyond the technical cause – a chunk of flyaway foam that damaged a wing – to blame an organizational culture where engineers were afraid to raise safety concerns with managers more worried about meeting flight schedules than about averting risks. Head of NASA Sean O'Keefe said in the aftermath of the Columbia tragedy that no employee who speaks up about safety concerns, even to outsiders, would be reprimanded in any way. But since 2003, NASA has become even less transparent as a result of pressure put on political appointees to the agency to keep employees, including a NASA scientist concerned about global warming, from publicly expressing views not in keeping with current administration policies. Warren Bennis (1925-2014) US American scholar, professor of business administration, organizational consultant, pioneer of contemporary leadership studies, author, Daniel Goleman (*1946) US American psychologist, science journalist, James O'Toole, US American journalist, Patricia Ward Biederman, US American writer, Creating a Transparent Culture, presented by Leader To Leader, No. 50, Fall 2008

Die Chaostheorie beschäftigt sich mit höheren Ordnungen und mit der Entwicklung des Lebens.

Brockenphantom

Attraktorfeld ist ein Begriff, den die Chaostheorie zur Beschreibung von nichtlinearen Dynamiken benutzt. Es beschreibt ein Energiemuster, das tatsächlich in ein offenes System hereinzieht, in dem sich Entropie (Verfall, Chaos) vollzieht. "Chaos" entsteht, weil sich die Entropie schneller ausbreitet als das offene System sie verteilen kann.
Bei dieser Ausgangslage kann zweierlei geschehen:

1. Das System wird von Entropie überwältigt und stirbt schließlich.
2. Es öffnet sich eine Gabelung, aus der eine gänzlich neue Ordnung hervorgeht.

Die Chaostheorie besagt, dass neue Ordnungen (beziehungsweise höhere Bewusstseinsebenen) als Folge der Anwesenheit von höheren Attraktormustern auftauchen, welche das vorhergehende System in eine gänzlich neue Seinsordnung hereinziehen.

Die Gottheit ist das ultimative Attraktormuster, das dem Menschen ermöglicht, sich fortschreitend aus den Banden des Egos zu disidentifizieren, es zu rekontextualisieren und sich in Hinwendung auf höhere Bewusstseinsebenen zu entfalten. Dieser "Attraktormuster-Effekt" des SELBST, auch Tipping-Point (Wendepunkt) genannt, ist die Erfahrung von Gnade.

• Relatively small problems can turn into major crises because of rankist behavior. Silencing of "whistleblowers," truth tellers, or dissenters, for example, can mean loss of information crucial to organizational functioning. This, in turn, reduces the organizations's capacity to effect optimal outcomes. Before the 1986 U.S. ["Challenger"] space shuttle disaster, lower ranking individuals within NASA repeatedly tried to call attention to the shuttle's faulty O-rings, later found to be the source of the shuttle explosion. Higher-ranking officials silenced those voices, the launch occurred as planned, and the shuttle blew up minutes later. Robert Fuller, Ph.D. dignityforall.org (*1936) US American professor of physics, college president, dignity and rankism researcher, lecturer, author, Dr. Pamela Gerloff, US American rankism and dignity researcher, Project on Civic Reflection, co-author, Dignity for All. How to Create a World Without Rankism, chapter 7 "Rankism in Organizations: Lessons from NASA", Berrett-Koehler, 2008

Messier 92 in the Hercules constellation

• In most organizations, hidden ground rules govern what can be said and what cannot. Such cultural rules run deep, and they typically resist change. At NASA, for example, the cultural ground rules that contributed to the Challenger explosion sixteen years before were still operating in 2003, leading to the Columbia shuttle disaster. The panel that investigated the Columbia tragedy went beyond the technical cause – a chunk of flyaway foam that damaged a wing – to blame an organizational culture where engineers were afraid to raise safety concerns with managers more worried about meeting flight schedules than about averting risks. Head of NASA Sean O'Keefe said in the aftermath of the Columbia tragedy that no employee who speaks up about safety concerns, even to outsiders, would be reprimanded in any way. But since 2003, NASA has become even less transparent [LoC 425] as a result of pressure put on political appointees to the agency to keep employees, including a NASA scientist concerned about global warming, from publicly expressing views not in keeping with current administration policies. Warren Bennis (1925-2014) US American scholar, professor of business administration, organizational consultant, pioneer of contemporary leadership studies, author, Daniel Goleman (*1946) US American psychologist, science journalist, James O'Toole, US American journalist, Patricia Ward Biederman, US American writer, Creating a Transparent Culture, presented by Leader To Leader, No. 50, Fall 2008

• "Events" emerge [LoC 600] as a consequence of the inner qualities of content and field, and the explanatory principle of one-to-one causation that dominates our current society is an insufficient explanation for events. The accident involving the insulation of the space shuttle led initially to a search for singular cause or a responsible individual, but none was found. Then, with a brilliant jump of consciousness, the researchers deduced that the event was the impersonal consequence of the "climate" of NASA at the time. [Ref. Headline of International Herald Tribune, 27. August 2003] Dr. David R. Hawkins, Truth vs Falsehood. How to Tell the Difference, S. 56, 2005

• [T]here was virtually no discussion about the fact that seven astronauts had their lives at stake. The discussion turned entirely technical. It had very much of a managerial feel to it, and the ethical part of the decision faded from awareness. Video presentation (engl.) by Max Bazerman, Ph.D., US American professor of business administration, Harvard Business School, Unintended Evil: The Challenger Disaster was Preventable, presented by Big Think, 2:46 minutes duration, posted 21. October 2011