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By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third, by experience, which is the bitterest. ~ Confucius

如是認定，如是顯現。以我們所見、所思，造就我們認定的世界。我們藉著對有意義的概念實踐和反思，形塑我們因應變革的能力。因此，這一期的通訊，邀請大家在2011年結束前，一起來反思。

在 “Being the Change: Building Communities of Collaboration and Co-inspiration for Systemic Change”書中，克勞迪婭 Madrazo和彼得聖吉指出：

《深入學習，有效行動能力的體現是一個需要時間不斷發展的過程，即使我們面對著需要快速行動的問題。在這個不重視反思的環境，我們需要在反覆地『行動─反思』。這取決於信任和合作─在那些人們越來越不信任彼此，很少有機會來建立不同的關係的組織中。大概二十年前，我們稱之為我們那個時代的核心領導的弔詭：行動是至關重要的，但我們需要的行動只能從反思，並最終轉化整合我們人類四種結構：認知，情感，身體和意願。》

當我們視自己為變革因子，帶動其他人的改變，我們並不承擔產生問題原因的責任，也往往不覺得或認為我們可以影響或改變我們周圍的世界。另一種看法是:「我們是系統的一部分」；舉凡大系統內的失調狀況也源自於我們。從這個角度來看，我們的所作所為是關鍵，我們的方法從「改變別人」轉移到提出疑問：「我們怎樣才能體現我們希望看到更大的系統是什麼？」我們自己成為讓更大的系統能夠運作的一個縮影。此中奠定了真正的系統性變革的精妙之處：最有系統化的是個人，那些能夠帶領這種努力的就能真正理解這個道理。

『要成為領袖，你必須首先成為一個人』。孔子的這個理念適合以信任，溝通，合作，共同承擔責任，和廣泛的承諾，讓每個人發展領袖特質的旅程為基礎建立多樣化的社群。

在這一年中，該基金會介紹工具，為培養集體意識: Facilitative Leadership／引導式領導（二月）; Balancing Yin & Yang／陰陽平衡 開發內在（三月）; Prototyping／建構原型（4月）; Community Development with Agile/運用Agile來促成社會的變革（五月）; In Praise of the Incomplete Leader / 不完美領導力（六）Modern-day Myths / 現代神話（七）; Reflective Leadership Practices /『反思式領導的實踐』（八月）Presencing; 12 Principles for Presencing / 身處當下的12個原則（九）; Multi-stakeholder Dialogic Change Process / 用對話擁抱群眾 發揮改變的綜效（10）A Review of The Dialogic Change Workshop / 【對話力國際工作坊】 的回顧 （11月）。變革不僅需要工具和技術，還需要帶領、激勵變革者在方向和意向的品質。方向是我們的心智模式（自覺或不自覺地），從中我們可以看到和行動的心理定錨點。它定義了我們的感知和解釋我們的情況並調整我們行動的動機。觀察你的方向，意圖和動機，例如，生活中的問題：

觀察你的方向，意圖和動機，例如，生活中的問題：

• 我與我所看到的問題的關連？
• 我如何創造出系統的運作部份，包括失能？
• 我在尋求什麼？

重點是，工具和實踐都很重要，但它們是來實現你想創建的影響力的一種手段。同樣，我們的願景和內心的方向關係到我們覺察及承諾建立集體能力共創我們真正渴望的未來。這種變革是非常內在的任務 – 甘地說，“我們必須成為我們所尋求的改變。”因此，在這12月，我們邀請您來反思。以下是一些更深一層的問題，激發您的個人持續地思考：

• 你的人生旅程，我帶來了什麼禮物，經驗，智慧？
• 是什麼讓我的旅程圓滿？
• 什麼是我最重要的能源？我喜歡什麼？
• 經由我，什麼樣的未來正在浮現呢？
• 今年我注意到自己的新面貌嗎？
• 在我未來的旅程上，我想要專注在哪些渴望、興趣及未開發的才能？
• 在我下一階段的人生旅程上，我需要落實什麼？

如果一項介入行動的最終決定是介入的內心狀態，那麼有效的學習工具，並有意識的創意，在我們繁忙的工作環境中進行反思和談話，是我們發展領導旅程的關鍵。我們邀請你在你一天的過程中開發一個深刻的反思和沉默的空間，與你至為重要的元素連接。

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CPYF Newsletter – 2011 Reflection

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By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third, by experience, which is the bitterest. ~ Confucius: 551 BC – 479 BC

How we see and feel the world around us and how we see ourselves within that world has a tremendous impact on what our world becomes. Adapting to our changing reality requires an ability to learn through practice and reflection while being guided by ideas that matter. As 2011 comes to a conclusion, this newsletter is an invitation to reflect.

In “Being the Change: Building Communities of Collaboration and Co-inspiration for Systemic Change” Claudia Madrazo and Peter Senge point out that:

deep learning, the embodiment of new capabilities for effective action is a developmental process that occurs over considerable time, yet we face problems that demand fast action. It requires ongoing cycles of action and reflection, in contexts that place little value on reflection. It depends upon trust and collaboration, in settings where people are increasingly distrustful and have little opportunity to build different relationships. Almost twenty years ago, we called this the core leadership paradox of our time: action is critical, but the action we need can spring only from a reflective stance that can transform and ultimately integrate our four human structures: cognition, emotion, body and will.

When we see our job as change agents as getting someone else to change, we take no responsibility for the causes of the problem and often don’t feel or think we can influence or change the world around us. Alternatively, we can adopt an orientation that “we are part of the system” and whatever is dysfunctional in the larger system operates within us as well. In this perspective, what we do contributes to what exists; and our approach to change shifts from getting someone else to change into asking “how can we embody what we want to see in the larger system?” making ourselves a microcosm for working out larger system issues. Herein lays a subtlety of real systemic change: what is most systemic is most personal, and those capable of leading in systemic change truly understand this.

“To become a leader you must first become a human being,” goes the Confucian ethic – an ethic well suited to building diverse communities based on trust, communication, collaboration, shared responsibility, and a broad commitment to each person’s developmental leadership journey.

During this year the Foundation introduced a number of tools for cultivating collective awareness such Facilitative Leadership／引導式領導 (February); Balancing Yin & Yang／陰陽平衡 開發內在 (March); Prototyping／建構原型 (April); Community Development with Agile/運用Agile來促成社會的變革 (May); In Praise of the Incomplete Leader /不完美領導力 (June); Modern-day Myths / 現代神話 (July); Reflective Leadership Practices /『反思式領導的實踐』(August); 12 Principles for Presencing / 身處當下的12個原則 (September); Multi-stakeholder Dialogic Change Process /用對話擁抱群眾 發揮改變的綜效 (October); A Review of The Dialogic Change Workshop / 【對話力國際工作坊】 的回顧 (November). Change however is not brought about by tools and techniques alone, but by the quality of orientation and intention of the people that generate the change. Orientation is the mental set point that we chose (consciously or unconsciously) and from which we see and act. It defines the way we perceive and interpret our circumstances and it conditions our motivation for action.

Observe your orientation, intention and motivation by inquiring within yourself:

• How do I relate to the problems I see?
• How am I part of creating the way the system works today, including its dysfunctions?
• What do I seek to create?
• What is my work?
• Who and what am I seeking to serve?

The point is that tools and practices matter, but they exist as a means to achieve the impact you wish to create. Likewise, our vision and inner orientation matter to the extent that building collective capacity to co-create futures we truly desire starts with our own awareness and commitment. Such change is very much an inside job – as Gandhi said, “We must be the change we seek.” So this December, we invite you to reflect. Here are some further questions to stimulate your personal and ongoing reflection:

• What gifts, experience, wisdom do I bring to this period of my life journey?
• What makes my journey presently fulfilling?
• What are my most vital sources of energy? What do I love?
• What future is seeking to emerge through me?
• What new aspects of myself have I noticed this year?
• What aspirations, interests and undeveloped talents do I want to focus on in my future journey?
• What do I need to put in place for the next phase of my life journey?

If the ultimate determination of an intervention is the inner state of the intervener, then effective learning tools and consciously creating settings for reflection and conversation in the midst of our hectic work environment is critical for our developmental leadership journey. We invite you during the course of your day to create a space of deep reflection and silence to connect with that what is most essential for you.