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Kollektive WeisheitTeamgeistGruppenfeld-Effekt

 


Rosaceae
Züchterin Lucy Cramphorn, Kriloff, 1960

 

 

Bessere Ideen kommen von hundert Leuten, die nicht so kluge Köpfe sind – anstatt von einem einzelnen großen Denker oder einem großartigen und hochintelligenten Menschen.
Tibetisches Sprichwort

 



 

Feldwirkung wandelt Krankenhaus in einen Ort der Heilung.

Jerry Sinnamon, Leiter des Hospitals in Connecticut [USA], der mit der Herausforderung konfrontiert war, seine nicht eben erfolgreiche Institution zu verändern, beschreibt, wie infolge einer Reihe von dialogbasierten Workshops mit dem Krankenhauspersonal nach und nach eine neue kollektive Vision für und in dem Krankenhaus entstand – trotz der Tatsache, dass sich jeder Workshop aus einer gänzlich anderen Gruppe von Menschen zusammensetzte. Sinnamon beschreibt:

Es war fast so, als würde sich Monat für Monat dieselbe Gruppe treffen, obwohl es in Wirklichkeit nie zu einer Überlappung bei den Teilnehmern kam.

Ungeachtet der involvierten Einzelpersonen (es waren insgesamt 1000, die an diesem zweijährigen Kurs teilnahmen) schien jede nachfolgende Gruppe dort weiterzumachen, wo die vorhergehende aufgehört hatte, und die Untersuchung voranzutreiben.
Sinnamon erinnert sich:

Es war, als ob das kollektive Bewusstsein der Organisation diese neue Vision dessen, wozu das Hospital sich entwickeln könnte, erschaffen würde. Und als Folge dieses Prozesses haben wir nicht nur unseren guten Ruf in der örtlichen Gemeinde wiederhergestellt, sondern uns auch als Ort der Heilung international einen Namen gemacht.

 

Quelle: ► Artikel Come Together. Können wir zu einer Tiefe an Weisheit vordringen, die weit über das für den Einzelnen Erreichbare hinausgeht?, präsentiert von dem deutschen Magazin Was ist Erleuchtung?, Craig Hamilton, US-amerikanischer Pionier in emergierender evolutionärer Spiritualität, Chefredakteur des aufgelösten Magazins WIE (1998-12/2006), Heft 13, Sommer 2004

Stephen Hawking sucht Rat bei der Kollektiven Weisheit.

Stephen Hawking: Ich weiß es nicht

 

Anfang Juli 2006 hat der geniale britische Physiker und Mathematik-Professor an der Universität Cambridge Stephen Hawking in einer Yahoo-Newsgroup folgende Zukunftsfrage öffentlich gestellt:

  • Wie kann sich die menschliche Rasse in einer Welt, die sich politisch, sozial und in Umweltfragen im Chaos befindet, weitere 100 Jahre halten?
    Der Presse zufolge sind über 25.000 unterschiedliche E-Mail-Antworten eingegangen.
  • Ich weiß es nicht!, lautete Hawkings computerisierte Stimmbotschaft an die "Yahoo"-Gemeinde, der sich als ALS-Kranker im Rollstuhl bewegt und über Sprachcomputer verständigt.
    Er, Stephen Hawking mit dem Beinamen 'Herr des Universums', der einen unbeweisbaren Atheismus vertritt und aus wissenschaftlicher Neugier die Gedanken Gottes lesen möchte, habe die Überlebensfrage deshalb öffentlich gestellt, weil er selbst keine Antwort darauf wisse. Rein technische Lösungen für die vorhandenen Probleme genügten langfristig nicht, meint der Spitzenwissenschaftler, denn, so argumentiert er:
  • Jedes Mal, wenn wir unsere technologischen Fähigkeiten verbessern, eröffnen wir neue Wege für katastrophale Fehlentwicklungen.

 

Quelle: ► Artikel Stephen Hawkings Antwort: 'Ich weiß es nicht', präsentiert von der
österreichischen Tageszeitung Der Standard / Wissenschaft, 14. August 2006
Siehe auch: ► Fragen und ► Zukunftsforschung

Herdentiere entscheiden demokratisch – Alphatiere genießen sexuelle Präferenz.

Die DNS der Säugetiere ist auf Demokratie abgestimmt.

 


Eine Herde Gnus, Ngorongoro Einbruchkrater, Tansania

Die Biologen Dr. Timothy J. Roper und Dr. Larissa Conradt von der Universität Sussex in Cornwall, England, führten eine Studie über die Entscheidungsfindung in Tierherden durch.

 

Alphahirsche haben lediglich die Wahl hinsichtlich ihrer sexuellen Vorliebe.
Die Herde trifft eine demokratische einfache Mehrheitsentscheidung (51%), wo sie jeweils grasen geht.
Das demokratische Bewusstsein ist im Gehirn der Geschöpfe eingebaut.
Sind Raubtiere in der Nähe, muss die Gruppenentscheidung überragend mehrheitlich ausfallen, ehe die Herde entsprechend handelt.
Erst wenn zwei Drittel (66%) der Herdetiere auf ein bestimmtes Wasserloch hinweisen, zieht die Herde dorthin.
Dieses Wahlmuster ist im gesamten biologischen Spektrum anzutreffen, von den Insekten bis zu den Orangutans. Alle Herdenmitglieder entscheiden anhand der von ihnen geäußerten Verhaltensanzeichen.

 

Quellen (engl.):
Dr. Timothy J. Roper, britischer Biologe, Dr. Larissa Conradt, britische Biologin, Consensus decision making in animals ['Gruppenabgestimmte Entscheidungsfindung bei Tieren'], Fachbereich für Biologie und Umweltwissenschaften, Universität von Sussex, Brighton, United Kingdom, präsentiert von The Human Condition, Vol. 20, 8. August 2005
Dr. Larissa Conradt, britische Biologin, Christian List, Group decisions in humans and animals: a survey, Fachbereich für Biologie und Umweltwissenschaften, Universität von Sussex, Brighton, United Kingdom, präsentiert von Philosophical Transactions of The Royal Society, 27. März 2009
Source:Dr. Timothy J. Roper, British biologist, Dr. Larissa Conradt, Britih biologist, department of biology and environmental science, University of Sussex, Brighton, United Kingdom, Democracy in animals: the evolution of shared group decisions, presented by Proceedings of the Royal Society, 274(1623), pp. 2317-2326, published online 20. July 2007, 22. September 2007

Die Komplexität des Internets und der modernen Welt kanalisieren – Peter Kruse

Fünf Bewältigungsstrategien im Umgang mit dem Internet und komplexen Systemen
PhaseYin/Yang
Spiel
BewältigungsstrategieBeschreibung
1.SpielHerumprobieren
Trial und Error
Spielerischer kindlicher Ansatz
2.Nichtspiel
Defokus/Yin
AusblendungAlten Verhaltensmustern treu bleiben ♦ Verleugnung der Komplexität
3.YangRationales Durchdringen
Detailverständnis
In der modernen Konsumwelt ist Rationalität kein zielführender Ansatz.
4.Nichtspiel
Fokus/Yang
Konzentration auf wenige Kriterien
Slogan: Simplify your life
Altes Motto: Profite, Preise und Bewertungsskalen sind Trumpf.
Trivialisierung ist eine unbrauchbare Strategie, da sie nur bei einfachen Sytemen funktioniert, jedoch komplexe Systeme zerstört.
5.YinEmotionale Bewertung
Intuitives Agieren
Neue Erkenntnis: Die intuitive Auswahl ist der beste Lösungsansatz.
Achtung: Die Rahmenbedingungen der Intuition müssen dem aktuellen Entwicklungsstand der Welt entsprechen.
Abstimmungen mit vielen Stimmen (kollektive Intuition) dienen der Wahrheitsfindung auf verlässlichere Weise.

 

              Empfohlene Verhaltensweisen:              
Wach bleiben. ♦ Sich verzweigend mit allem und allen vernetzen ♦ Kollektive Intuition nutzen.

 

Quelle: ► Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Kollektive Intelligenz, YouTube Film, 5:55 Minuten Dauer, eingestellt 18. Juni 2011
Siehe auch:
Entwicklungsphasen der Sozialen Netzwerke – Peter Kruse
Herdentiere entscheiden demokratisch – Alphatiere genießen sexuelle Präferenz.
Spiel und ► Einfachheit und ► Komplexität und ► Intuition und ► Internet
See also: ► Seven primary affective systems – Jaak Panksepp

Zitate zum Thema Kollektive Weisheit / Collective wisdom

Zitate allgemein

  • Es gibt ein tibetisches Sprichwort: Bessere Ideen kommen von hundert Leuten, die nicht so kluge Köpfe sind – anstatt von einem einzelnen großen Denker oder einem großartigen und hochintelligenten Menschen. S.H. Dalai Lama XIV. (*1935) eigentlich Tanchu Dhondup, geistliches Oberhaupt der tibetischen Buddhisten, Mönch, Linienhalter der Gelug-Schule, Friedensnobelpreis 1989

 

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Die Weisheit der Vielen übertrumpft die Expertenmeinung eines Einzelnen.

  • James Surowiecki beschreibt in dem Buch Die Weisheit der Vielen. Warum Gruppen klüger sind als Einzelne (2007) u.a. das Experiment, welches ein amerikanischer Statistikprofessor in jedem Semester mit seinen Studenten veranstaltet: auf dem Vortragspult steht eine große gläserne Vase, gefüllt mit Kugeln. Jeder Studierende, der den Hörsaal betritt, muss auf einem kleinen Zettel eine Schätzung für die Anzahl der Kugeln in dem Glasgefäß abgeben. Auch der Professor kennt die genaue Anzahl der Kugeln nicht. Da er dieses Experiment jedoch in jedem Semester durchführt, ist er bezüglich der Schätzung der Kugelanzahl gegenüber seinen Studierenden im Vorteil – er besitzt diesbezüglich Expertenstatus. Danach schreibt der Professor seine Schätzung an die Tafel und errechnet den Durchschnitt der Studentenschätzungen. Und dieser Durchschnittswert hat seine Einzelschätzung bisher noch immer geschlagen, d.h. der Durchschnitt der Schätzungen von Laien lag stets näher an der tatsächlichen Anzahl als die einsame Expertenschätzung. Dr. Franz Hörmann franzhoermann.com (*1960) österreichischer visionärer Wirtschaftswissenschaftler, außerordentlicher Professor für Unternehmensrechnung, Wirtschaftsuniversität Wien, Dozent, Autor, Otmar Pregetter, Das Ende des Geldes. Wegweiser in eine ökosoziale Gesellschaft, Kapitel 7, S. 108, Galila, 1. Auflage 1. März 2011

 


Fruchtstand an der Bananenstaude
  • Das Schicksal einer Nation wird allein durch den Grad von Kohärenz im kollektiven Bewusstsein einer Nation bestimmt. Politiker können nur auf Zustände und Ereignisse reagieren, die durch den Grad von Kohärenz im kollektiven Bewusstsein einer Nation verursacht werden. Deshalb besitzt jeder Bürger in seinem individuellen Lebensbereich mehr Entscheidungsfreiheit und hat einen größeren Einfluss auf den Lauf seines Schicksals als ein Parlament bezüglich des nationalen Geschehens oder der Präsident einer Supermacht hinsichtlich der globalen Entwicklung auf unserem Planeten. Es ist nicht die Regierung oder der Regierungschef, der eine Nation regiert, es ist allein der Grad von Kohärenz im kollektiven Bewusstsein einer Nation, der bestimmt, ob eine Regierung Friedens- oder Kriegspolitik betreibt und ob sich die Dinge zum Guten oder zum Schlechten hin entwickeln. Maharishi Mahesh Yogi (1918-2008) indischer hinduistisch-vedischer Guru, gelehrter Autor, Begründer der Transzendentalen Meditation, bezüglich des Maharishi-Effekts anhand der Washingtonstudie (Film)1/2

 

  • Kein Land der Welt ist vorbereitet auf das, was kommt. Nichts wird so bleiben, wie es war. In den meisten europäischen Ländern werden circa 50  Prozent der heutigen Arbeitsplätze verloren gehen.
    Diversität schlägt die beste Lösung. [Die Summe der Ideen vieler ist besser als der klügste Mensch, selbst wenn dieser Supercomputer nutzt.] Wir müssen [über die neuen Informations- und Kommunikationstechnologien] möglichst viele gute Ideen mit an Bord nehmen, damit wir klügere Entscheidungen treffen können.
    Das Internet der Dinge und die damit verknüpften Echtzeitinformationen ermöglichen es jetzt, das Prinzip der Selbstorganisation auch in der Wirtschaft und Gesellschaft nutzbringend einzusetzen, trotz aller Komplexität. Denn aus mathematischer Sicht sind die Probleme vergleichbar. Europa befand sich bisher im digitalen Dornröschenschlaf. Wir stehen heute an einem Scheideweg. Wenn uns das gelingt, schreiten wir in ein lichtes, ein besseres Zeitalter, in dem wir einige der Probleme lösen können, die unsere Gesellschaft heute noch plagen. Zeitungsinterview mit Prof. Dirk Helbing (*1965) deutscher Professor für Soziologie, Komplexitätsforscher, ETH Zürich, Menschheit steht vor dem grössten Umbruch seit der industriellen Revolution, präsentiert von der Schweizer Wochenzeitung SonntagsZeitung, 4, Januar 2015

General quotes

Personal avowals / Recommendations
Historic leaders who were great horsemen dealt with aggressive, challenging stallions without resorting to violence or panicking but taking the non-predatory teachings from the horse: Buddha, Alexander the Great, Genghis Khan, Joan of Arc, Catherine the Great, George Washington, Geronimo, Winston Churchill, Ronald Reagan.

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Rite of passage: Gaining the trust of an angry stallion – ancient power archetype

  • I thought that I could win him [my angry life threateningly dangerous stallion] over through kindness, sympathy, understanding and bodywork. He wasn't having any of that. He actually demanded that I become powerful in order to work with him. That also became a metaphor for me of what we're facing in our culture. The whole reason there are so many bullies and sociopaths in power is because the empathetic, compassionate people out there in the world have not exercised a different form of power where they can stand up to those people in a way that creates productive social change. I realized it wasn't enough to be empathetic and understanding and compassionate. I also had to have [warmhearted connecting] power in order to rehabilitate this very angry abused stallion who would threaten my life. So I think more people who are sympathetic and understanding must step in that new kind of power in order to change the world because otherwise we will keep the bullies and sociopaths in power. Audio podcast interview with Linda Kohanov, US American riding instructor, horse trainer, speaker, author, The Power of the Herd; Non-Predatory Power and Horse Sense, presented by The Rob Kall Bottom Up Radio Show, host Rob Kall, US American radio host, minute 1:05:36, 1:30:21 duration, aired 18. July 2013
  • Collective Wisdom starts with
    1. deep listening,
    2. suspension of certainty,
    3. seeing whole systems / seeking diverse perspectives,
    4. respect for others / group discernment,
    5. welcoming all that is arising,
    6. trust in the transcendent.
Alan Briskin, Ph.D., US American co-founder of the Collective Wisdom Initiative, consultant, artist, researcher, Sheryl Erickson, Tom Callanan, John Ott, The Power of Collective Wisdom. And the Trap of Collective Folly, Berrett-Koehler Publishers, 1. October 2009

 

 

  • Our world leaders […] need our help. They need the cavalry, and the cavalry's not going to come from Mars; it's got to come from us. Video presentation by Jamie Drummond, British Masters in development, anti-poverty activist, co-founder of the advocacy organization ONE, elected as Young Global Leader by the World Economic Forum, 2007, Let's crowdsource the world's goals, presented by TEDGlobal Talks 2012, minute 8:26, 12:10 minutes duration, filmed June 2012, posted July 2012

Distainful quotes

  • The mass, whether it be a crowd or an army, is vile. Benito Mussolini ['Il Duce'] (1883-1945) Italian key figure in the creation of fascism, leader of the National Fascist Party, 40th prime minister of Italy (1922-1943), Pagine Libere, 1. January 1911, cited in: George Seldes, The Great Quotations, S. 513, Seacaucus, Castle Books, New Jersey, 1977

Quotes by David R. Hawkins

⚠ Caveat See Power vs. Truth, January 2013

Personal avowal
The aura is the carrier of what one has learned – energy transmission via teacher/spiritual aspirant.

  • Within your aura is much that you have learned in this world. Within your aura is much of the non-verbal which you cannot share. You don't have enough time to sit down and describe to everybody everything you've ever known about life in a linear way. The total collectiveness of your entire life and all wisdom and experience of it exists as an energy field. […] The guru, the spiritual teacher transmits an energy field of enlightenment. So the aura of the teacher has within itself the collective wisdom throughtout all of time. There is no amount of world time in which this could all be laid out in a linear, lecture, intelligent class kind of format. You could extract some principles from it but they are only basic principles. So the way to enlightenment is instantaneous. From the energy field of the teacher there radiates forth an energy field. That field has within it the total knowingness of all that you need to become enlightened which is not really describable. It means becomingness of the Divinity within and becoming one with that Divinity in all of its expressions. Dr. David R. Hawkins (1927-2012), Long Beach, California, Seminar Success, 3 DVD set, 3. October 2009
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Resolution of cultural disparities

 

 

Englische Texte – English section on Collective wisdom

Funneling the complexity of modernity in view of the Internet – Peter Kruse


Five in-sufficient coping strategies in dealing with the Internet and complex systems
PhaseCoping strategyLegend
1.Trial and errorPlayful childlike approach
2.RepressionClinging to the old behavioral patterns ♦ Denial of complexities
3.Rational pervasion
Understanding details
Rationality is counterproductive in the modern world of commerce.
4.Focusing on less criteria
Slogan: Simplify your life!
Old motto: Rates, profit and prices are trump.
Trivialisation is an inoperative coping strategy. It's only beneficial within simple systems.
It's actually destroying complex systems.
5.Emotional assessment
of value
Intuitive operation
New insight: The intuitive decision is the best method of resolution.
⚡ Caveat: The basic condition of intuition has to be congruent with the current stage of development.
Collective intuition (polls by the many) are a more reliable approach than the choice of one individual.
Source: ► Video interview with Peter Kruse, Ph.D. (1955-2015) German psychologist, expert on complexity processing in intelligent
networks, CEO of Nextpractice, Kollektive Intelligenz [Collective wisdom], YouTube film, 5:55 minutes duration, posted 18. June 2011

 

Recommendation: Remain vigilant.Keep networking with all and everything.Apply collective intuition.

 

"In overview, we can see that from time immemorial, man has tried to make sense of the enormous complexity and frequent unpredictability of human behavior. A multitude of systems have been constructed to try to make sense of that which is incomprehensible comprehensible. To 'make sense' has ordinarily meant to be able to be definable in terms that are linear:
logical and rational.
But the process, and therefore the experience, of life itself is organic – that is to say, nonlinear by definition. This is the source of man's inescapable intellectual frustration.  
Dr. David R. Hawkins (1927-2012), Power vs. Force. The Hidden Determinants of Human Behavior, S. 37, Hay House, Februar 2002

Transforming a failing institution – Jerry Sinnamon

Jerry Sinnamon, a Connecticut hospital administrator faced with the challenge of transforming his failing institution, described how, through a series of dialogue-type workshops with hospital staff, a new collective vision for the hospital progressively developed — despite the fact that each workshop comprised an entirely different group of people.
It was almost as if the same group was meeting month after month, when in fact there was no overlap of attendees between workshops whatsoever, Sinnamon describes. Regardless of the individuals involved (and there were a thousand in total who participated over the course of two years), each successive group seemed to pick up where the previous one had left off, moving the inquiry forward.
Sinnamon recalls, It was as if the collective consciousness of the organization was building this new vision for what the hospital could become. And as a result of this process, we not only rebuilt our reputation in the local community, but we ended up actually gaining an international reputation as a healing place.

 

Source: ► Article Come Together, presented by the dissolved US American magazine What is Enlightenment?'', Craig Hamilton, US American pioneer in the emerging evolutionary spirituality, managing editor of the dissolved magazine WIE (1998-12/2006), pp. 64-65, issue 25, May/July 2004

Crowdsourcing – Stephen Hawking and Oprah Winfrey

French philosopher, mathematician and early political scientist Nicolas de Condorcet (1743-1794) discovered: The power of collective thinking supersedes individual thought processing. He proved that a group of minds was more often correct than a single mind thinking independently.

 


Red-eyed tree frog, East Australia

The British physicist and mathematician Stephen Hawking, Ph.D. authored A Brief History of Time in 1988. Suffering disabeling ALS, he holds the Lucasian chair in Mathematics at Cambridge University. Attributed as Lord of the Universe, he admitted: I don't know. 14. August 2006

Beginning July 2006 Hawking had publicly raised a survival question addressed to the Yahoo newsgroup:

 

More than 25,000 different E-Mail responses were delivered within a period of six weeks. At the time being, this was a response record. Genius Hawking had tapped into the collective wisdom.
Humbly he admitted NOT to know the answers to the collectively relevant question he had raised.

 

Hawking's concerns and warnings were the following:

  • Purely technical solutions for apparent problems are as a rule not sufficient on a long term basis.
  • Improved technological measurements may have catastrophic side effects at any rate.

 

★ ༺ · ༻ ★

 

In November 2006 the US American talk show host Oprah Winfrey also used "crowd sourcing" addressing a Yahoo newsgroup. In just a few days her question

"What would you do with $1,000 to change the life of a perfect stranger?"

received more than 31,000 responses.

Source: ► Question How can the human race survive the next hundred years? In a world that is in chaos politically, socially
and environmentally, how can the human race sustain another 100 years?
, presented by Yahoo Answers, 4. July 2006
Reference: en.Wikipedia entry Crowdsourcing
See also:
Funneling the complexity of modernity in view of the Internet – Peter Kruse
Enhancing collective intelligence by social perceptiveness (EI) and equal participation
Lösung – Solution and ► Fragen – Questions

Enhancing collective intelligence by social perceptiveness (EI) and equal participation

Three correlated significant factors of collective intelligence of a group
༺༻FocusGroup quality factorsQuoting researcher Thomas W. Malone
1.EmpathySocial perceptiveness"When you have a group with a bunch of people [with high social perceptiveness] the [whole] group is more intelligent."
2.EqualityEvenness of conversational turn-taking"Groups where one person dominates the conversation are on average less intelligent than groups where the speaking is more evenly distributed among the different group members."
3.Gender
Percentage of women[*]"The collective intelligence of the group is significantly correlated with the percentage of women in the group.
The linear trend is:
'More women are better all the way up to all women'."
༺༻Gender/empathy performance"Women on average score higher on the measure of social perceptiveness [reading the minds and emotions of people] than men."
༺༻Conclusion"What's needed to have an intelligent group is just to have a bunch of people in the group who are high on this social perceptiveness measure whether these people men or women."[*]
Source: ► Video conversation with Thomas W. Malone, Ph.D., US American professor of management, Massachusetts Institute of Technology (MIT), founding director of the MIT Center for Collective Intelligence, Collective Intelligence, presented by Deloitte Center
for the Edge
, Edge video, minute 7:57, 31:45 minute duration, recorded 21. November 2012

PsychTests found that the top five fields with the highest emotional intelligence scores are:
1. Community workers ♦ 2. Health practioners ♦ 3. Managers ♦ 4. Clerical workers/administrative assistants ♦ 5. Law practicioners ♦


Emotional intelligence versus traditional intelligence
Attitude, behavior, habit in work environmentsHigh EIQLow EIQ
Enjoy learning new things98%77%
Continuously improving one's performance at work94%52%
Carefully pondering decisions before moving forward82%43%
Faced with major challenges enhance perseverance81%23%
Convinced of one's benefit and service to one's company82%38%
Complete confidence in one's abilities93%34%
Dissatisfaction with one's work, dependance on outside appraisal8%46%
Reliance to getting "pushed" or motivated by others2%39%
Sources:
► Article Why Emotional Intelligence Matters More Than Traditional Intelligence.[**] PsychTests.com Releases Research On EIQ At Work, presented by free-press-release.com, 1. May 2012
Emotional Intelligence Test, presented by PsychTests.com

What makes us happy is not wealth but the reciprocal relationship between ourselves and one another, ourselves and the world. This is something the right hemisphere alone understands, since it is the ground of empathy and interconnectedness[**], where the left hemisphere is concerned with manipulation and sees the world atomistically. Iain McGilchrist, M.D. iainmcgilchrist.com (*1953) British psychiatrist, physician, literary scholar, New College, Oxford, neuroimaging researcher, Johns Hopkins University, Baltimore, writer, The Battle of the Brain, presented by Wall Street Journal, 2. January 2010
Individuals with narcissistic personality disorder are extremely insecure, arrogant and self-absorbed. MRI brain scans show that pathological narcissists[***] have less gray matter in the left anterior insula, the part of the cerebral cortex linked to empathy.  Narcissists' Lack of Empathy Detected in Brain Scans, presented by LiveScience, Denise Chow, 24. June 2013

Six habits of highly empathic people[*]
Habit 1Cultivate curiosity about strangers.
Habit 2Challenge prejudices and discover commonalities.
Habit 3Put yourself in another person's life.  [Mirror neuronal empathy]
Habit 4Listen hard – and open up tenderly.
Habit 5Develop an intense imagination.
Habit 6Inspire mass action and social change.
Sources featuring Roman Krznaric, Ph.D., Australian-British professor of sociology and politics, Cambridge University, cultural thinker, founding faculty member of The School of Life, London, empathy expert and advisor to organizations (Oxfam and United Nations), author
► Article Six Habits of Highly Empathic People, presented by the Greater Good Science Center, UC Berkeley, 27. November 2012
► Article Six Habits of Highly Empathic People, presented by Daily Good, syndicated from the Greater Good Science Center, UC Berkeley, 25. August 2013

 

See also:
[*] Differing language skills between men and women
[*] Women's leadership supersedes men's leadership
[*] Four response categories of women – Ellie Drake
[*] Evaluating male and female leadership qualities – Pew Survey 2008
[**] Right / left brain dichotomy – Quotes by Iain McGilchrist and other authors
Information Age ⇒ Conceptual Age ⇒ Changing expressions of creativity – Daniel Pink
Inspired charismatic leadership – Lance Secretan
Prisoner's dilemma: Four strategies to solve the cooperation ↔ competition conflict
[***] Key phrases describing the hyperdimensional cultural psychosis spanning ages
Empathie – Empathy

Seven myths of crowd psychology

Seven myths of crowd psychology
༺༻Crowd·psychology·mythCorrection
1.Crowds are spontaneous. One study of riots shows that violence is normally related to the presence of two opposing factions. Mixed crowds – which are the norm – are in fact usually peaceful and engage in stereotypical crowd-behavior.
Most people avoid actual violence, whether they are in a crowd or not.
2.Crowds are suggestible. There is no empirical research to back up this claim.
3.Crowds are irrational. Resisting the urge to irrationality, or panic, is the norm.
Two studies on underground station evacuations and the rapid, orderly way in which people evacuated the World Trade Center after the 9/11 terrorist attacks show that many lives were saved because people resisted the urge to panic.
4.Crowds increase anonymity. People are not anonymous as they usually travel in groups, with their family or friends. One study from the 70s and later research found that most people at a football match were there with one or more friends.
5.Crowds are emotional. Modern psychological research doesn't see the emotions as separate to decision-making, but rather as an integral part. To talk about an 'emotional crowd' as opposed to a 'rational crowd', therefore, doesn't make sense. People in crowds make their decisions with input from their emotions, just as they do when they're not in a crowd.
6.Crowds are unanimous. Research suggests that this is rarely the case – people remain stubbornly individual.
7.Crowds are destructive. [Spontaneous] destructiveness is a strong cultural crowds stereotype.
Schweingruber and Wohlstein found that violence in crowds is extremely rare. Violence in crowds is normally carried out by a small minority, people who make it onto the news.
Source: ► Blog article 7 Myths of Crowd Psychology, presented by PsyBlog, August 2008

Democratic group decision-making in herd animals

In 2005-2007 British biologists Dr. Timothy J. Roper and Dr. Larissa Conradt at the University of Essex in Cornwall
made studies on group decision-making in animals.



Red-billed Quelea flocking at waterhole

 

Alpha deers have only sexual preference choice.
The herd makes a majority democratic decision (51%) where to graze next.
Democracy is wired into the brains of creatures.
When there are predators around, decisions require a super majority: only when two-thirds (66%) are pointing toward the water hole the herd will move there.
This pattern of choice-making spans the whole spectrum in biology, from insects to orangutans. By their actions, the members of the group all "vote."

 

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Pecking order: Confirming animal hierarchy vs. heterarchy

Life itself is the ultimate context and power whereby evolution unfolds "unfairly", for like a cork in the sea, excellence automatically rises to the top. The strongest lion dominates, the cleverest sea urchin survives. The smartest octopus gets to be the biggest, and the fastest runner wins the race. Dr. David R. Hawkins, Truth vs. Falsehood, S. 216, 2005

We've always assumed that animals are hierarchical in their social structures: that there's a lead animal who makes decisions for the group. Particularly in mammalian species, there is an alpha male, or in some cases – wolves, for example – an alpha female, and the assumption was that the alpha male or female had absolute control over the group's actions, like a monarch. But it turns out that's not true.
Roper and Conradt found that if the herd stops chewing grass and heads to the watering hole, it's not because the lead animal gave the command. Instead,
when 51 percent of the animals start pointing toward the water hole, then the whole herd moves.
This is how flocks of birds and schools of fish move, too. And the thresholds vary.
When there are predators around, decisions require a super majority: two-thirds have to be pointing toward the water hole before they move.
And this goes across the spectrum in biology, from insects to orangutans. By their actions, the members of the group all "vote," if you will. Democracy is in our DNA. Jefferson was right.  Video interview with Thom Hartmann thomhartmann.com (*1951) US American journalist, progressive political commentator, former psychotherapist and entrepreneur, radio host, author of Threshold. The Crisis of Western Culture, The Crisis of Western Culture, YouTube film, minute 7:13, 29:05 minutes duration, posted 30. July 2009

 

Sources:
Dr. Timothy J. Roper, British biologist, Dr. Larissa Conradt, Britih biologist, department of biology and environmental science, University of Sussex, Brighton, United Kingdom, department of biology and environmental science, University of Sussex, Brighton, United Kingdom, Consensus decision making in animals, presented by The Human Condition, Vol. 20, 8. August 2005
Dr. Timothy J. Roper, British biologist, Dr. Larissa Conradt, Britih biologist, department of biology and environmental science, University of Sussex, Brighton, United Kingdom, Democracy in animals: the evolution of shared group decisions, presented by Proceedings of the Royal Society, 274(1623), pp. 2317-2326, published online 20. July 2007, 22. September 2007
Dr. Larissa Conradt, Britih biologist, Christian List, Group decisions in humans and animals: a survey, presented by Philosophical Transactions of The Royal Society, 27. März 2009
See also:
Features of true community
Funneling the complexity of modernity in view of the Internet – Peter Kruse

Paradox questions

Paradoxical questions cannot be solved right away,
they can only be embraced by many
for a prolonged period of ambivalence.

Political cocreation

  • Every day President Barack Obama is handed a special purple folder. The folder contains ten letters, and every day President Obama takes time to read them. [...] these letters have been culled from the thousands the White House Correspondence Office receives each day from Americans who have taken the time to sit down and write to their president. [...]
    • David Axelrod: They help him focus on the real problems people are facing. He really absorbs these letters, and often shares them with us. [...]
    • Robert Gibbs: In his first week in office, President Obama requested to get ten letters a day to read "representative of people's concerns, from people writing into the president, to help get him outside of the bubble, to get more than just the information you get as an elected official." Political Punch, presented by US American ABC News, 23. February 2009

 

Links zum Thema Kollektive Weisheit / Collective wisdom

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Literatur

Literature (engl.)

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Audio explanation by Dr. Rollin McCraty on Global Coherence Monitoring System

Audio- und Videolinks

Angesagt ist: Variabilitatet von Verhaltensmustern

Audio and video links (engl.)

Flocks of birds, fireflies, fish AND objects manage to synchronize and act as a unit.

  • Video interview with Daniel Goleman (*1946) US American psychologist, science journalist, author of Emotional Intelligence, Social Intelligence and Leadership, presented by Harvard Business Publishing, YouTube film, 10:16 minutes duration, posted 11. August 2008

Emotional and social intelligence improve the performance of the leader, the coworkers and organization.

Biologists Roper and Conradt at the University of Essex in Cornwall, England, made a study on group decision-making in animals: The alpha deer has only sexual preference choice. The herd makes a majority democratic decision where to graze next. Democracy is wired into the brains of creatures.

Featuring leading horsemanship teachers and visionaries: Alexander Nevzorov, Klaus Hempfling, Linda Kohanov, Mark Rashid, Carolyn Resnick, equine artist Kim McElroy

Understanding the difference between predatory and non-predatory power

Music links (engl.)

 

Interne Links

Englisch Wiki

Hawkins

 

 

1 Caveat von ehemaligen TM-Schülern: The TM and TM-Sidhi Techniques

2 Article "Falling Down the TM Rabbit Hole". How Transcendental Meditation Really Works, a Critical Opinion Joseph W. Kellett updated June 2010

 

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