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Keith E Rice's Integrated SocioPsychology Blog & Pages

Aligning, integrating and applying the behavioural sciences

Robert Dilts’

BACP Complaint #2

PART 2 Correspondence with officers of the BAPC (cont) Letter from Fay Reaney, Professional Conduct Case Manager for BACP 30/03/10 Dear Mr Rice BACP Professional Conduct Procedure: Case 588301 The Professional Conduct Panel has reached a decision with regard to this case. I enclose a copy of its report. I draw your attention to the fact that you have the right to appeal. The formal appeals procedure is outlined at paragraph six of the Professional Conduct Procedure. Any appeal submitted must in writing, specify which grounds it is submitted under and be accompanied by any supporting documentation. The deadline for receipt of appeal is Tuesday 27 April 2010. If no appeal is received, the deadline for receipt of the first part of the sanction is Thursday 27 May 2010. I also enclose, for your information, some material that you may find useful in presenting evidence of sanction compliance. Yours sincerely Fay Reaney Professional Conduct Case Manager Letter to Mr Laurie Clarke 06/04/10 Dear Mr Clarke BACP Professional Conduct Procedure: Case 588301 Thank you for your letter of 29 March 2010. The same day I received your letter I received the judgement of the Professional Conduct Hearing conducted on 19 March 2010.… Read More

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BACP Complaint

May 2010: Keith Rice, Reference No: 588301, Harrogate On 19 March 2010 I was the subject of a Professional Conduct Hearing of the British Association for Counselling & Psychotherapy (BACP) of which I was a member. I went into the hearing acknowledging and apologising for certain wrongdoings and having caused hurt and offence to the complainant and his wife. However, I was convinced I could clear my good name of the more spurious allegations of the complainant. Due to the manner in which the hearing was conducted, I found it a harrowing and traumatic experience. On 20 March I wrote to Professor Cary Cooper, President of the BACP, complaining of procedural irregularities, clear bias to the complainant and unethical treatment of myself amounting to a breach of my Human Rights. I also queried the competence of the hearing committee. At least one member is supposed be of the same theoretical orientation as myself but no member showed any understanding of either the Gravesian approach (vMEMES) or NLP. The committee members also displayed an alarming degree of ignorance with regard to Hans J Eysenck’s Dimensions of Temperament. Professor Cooper did not respond to my letter but Laurie Clarke, Chief Executive, did (29… Read More

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The Use of SDi in Psychotherapy

‘The Use of SDi in Therapy’ is one of 2 contributions commissioned from me by Tom Christensen for his compendium, Developmental Innovation: Emerging Worldviews and Individual Learning (Integral Publishers, August 2015). Originally the work was to be entitled ‘SDi Applied’ as Tom wanted to present chapters which reflected Don Beck’s ongoing development of Clare W Graves’ research. Accordingly, Tom wanted the primary term used to be SDi rather than Spiral Dynamics or the ‘Graves Model’. Although I readily acknowledge my debt to Don Beck (and Chris Cowan, for that matter), I have never operated under the SDi umbrella, preferring to use terms such as the Gravesian approach. To maintain the integrity of the piece as published, I have retained the SDi terminology. However, readers should know that effectively I mean ‘Gravesian’. Tom ended up with so many strong contributions – including from the likes of Said E Dawlabani, Elza Maalouf, Barbara N Brown and Fred Krawchuk – that he and Integral Publishers split the material into 2 volumes: the first on Systems Change and the second on Individual Learning. Both my contributions are in the second book. Spiral Dynamics Integral (SDi) is often thought of as a means of addressing large-scale issues such as inter-racial conflict, socio-economic malaise and global power plays. This is the way Don Beck himself has used the model in the past, to great… Read More

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How the Brain develops the Mind

with minor editing by Chris Cowan This feature was originally published on the old Humberside Partnership Connexions web site in June 2001. Developed by Don Beck & Chris Cowan (1996) from the ground-breaking work of Clare W Graves (1970) and integrating Richard Dawkins’ (1976) concept of ‘memes’, Spiral Dynamics expands exponentially Abraham Maslow’s (1943) human motivation model, Hierarchy of Needs. It is the most advanced of the ‘Levels of Existence’ theories – yet, at the same time, its ‘map’ of human motivation is very easy to use. The biggest field trial of Spiral Dynamics to date was in South Africa in the early-mid 1990s when Don Beck used it to help Nelson Mandela and F W DeKlerk design the transition from Apartheid to multi-cultural democracy. However, it has also influenced the Community Policing Policy of Victoria, New South Wales, been championed as a means of investigating new strands of racism on the Atlantic Seaboard and more recently has been taken up by Dutch Traffic Planners(!). The work of Neuro-Linguistic Programming (NLP) psychologist Robert Dilts (1990) on Neurological Levels provides a useful frame for understanding Spiral Dynamics. Dilts identifies that the mind orders its perceptions of the world at 5 levels…. Identity… Read More

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Knowing Me, Knowing You – Excerpts

Excerpt #1: Do I really know Myself? Well, do you? Do you really know yourself? And, if you do know yourself, are you happy with your self? Do you like you? If you do…great! If you don’t…not so great…. I’ve been a management consultant for some 16 years, working in both the public and private sectors. This has often involved close coaching and/or mentoring with senior people, leading sometimes to deeply personal conversations and periodically therapeutic interventions. For the last 6 years I have also worked as a practitioner in ‘personal change therapy’ for people from all walks of life. And still, occasionally, it surprises me how many people who come to me on a professional basis either don’t know who they really are or what they’re about. Or they don’t understand why they behave in certain ways. In other words, they don’t understand themselves. Why they are like they are. In some cases, they can’t really see what they are like – and the impact what they are like has on others. Often the people they care for most!   These folks are confused. Sometimes they really hurt. It’s even worse when they do recognise what they are like …and they… Read More

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‘William’

2002 The work I undertook with ‘William’ came out of a management development programme I was delivering for ‘Brentbros Ltd’, a smallish family-run machine parts and assembly operation. ‘John’, the Managing Director, was under pressure from his wife (who did the books) to take more time out from the company. They were both in their late 50s and she wanted them effectively to go into semi-retirement. Brentbros, in Adizes LifeCycle terms, had been in ‘Go-Go’ for years without ever having seriously attempted the journey into ‘Adolescence’. John, typical of an Adizes ‘Founder’, still made nearly all decisions in the company. For John to acede to his wife’s wishes would mean he would have to delegate decision-making to others – and they would have to be capable of making those decisions. So I was brought in – on a recommendation from one of Brentbros’ customers – to develop the management capabilities of those people in his team John saw as having potential. 5 people, including ‘Delia’ (John’s daughter and office manager), workshop manager ‘Adrian’ and his assistant, William, went through 5 months’ twilight training (2 hours at the end of every second Monday). The length and format of the training allowed the… Read More

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What They’ve said…

…about This Book Comments from world-renowned authorities. Newest comments at the top; oldest at the bottom. “…a word of big congratulations for integrating so well the worddynamics of various leadership methodologies. I have loved your book…. Well done!” – Henk Kleizen, ‘business sculptor’ and CEO of The Leadership Consortium, February 2018 “Keith Rice ‘meta-states’ on human nature with a constantly reaffirmed attractor, ‘to help’, a braided, integrative methodology giving prominence to the work of Clare W Graves, and the implicit organizing principle, that an objectification of the ‘self-plex’ is possible, desirable, and refinable, to the benefit of ourselves and all other life forms. With these conditioning influences he artfully spins a narrative that is seductive, charming, convincing, instructive, empowering, and to the extent one adapts self to the narrative, is psychoactive in the most furthering way. Only a pair of long sentences can do his exquisitely designed lens the honor it deserves. Concretely Dr Rice has laid out one nicely designed map of a self, what it is, how it works, grows, changes, engages other self-plexes, and how ‘it’ can be engaged and influenced to serve who it is that wishes to influence it. For all those readers who are on this… Read More

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‘James’ & ‘Alan’

Updated: September 2005 I had been supplying business development consultancy and management development training to ‘Larsago Ltd’, a small engineering company, for a little over a year. The business was family-owned and run, with father ‘Dan’ making all the decisions and mother ‘Emma’ doing the accounts and making the mid-morning toast. Both their sons, ‘James’ and ‘Alan’, worked in the business which also employed another 9 people. The business was growing and clearly had potential for further growth. Part of the business strategy was to develop a middle management structure. Since Dan and Emma wanted their sons to take over the business eventually, James and Alan had to be part of the little group I was putting through management training. One evening, after all the machines had been turned off and everyone else had gone home, Dan asked me how I thought his sons were doing in terms of management development. I responded by asking Dan the question: “What if they’re not the right material to run the business?” Dan, being a bluff Yorkshireman, replied: “You fucking cunt!” For all that he was highly innovative in many ways and open to much new thinking, in other ways Dan was pure Yorkshire… Read More

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The Trouble with Tribalism…

7 July 2016 …is that most Western politicians don’t get it. It’s seen as something relevant to Pre-Modern ‘primitive’ communities but not to Modern societies. And, when Western-style one person/one (secret) vote Democracy is offered to tribal communities as part of the Modernisation process, so many Western leaders seem genuinely perplexed at the relative lack of enthusiasm for it. The Americans in particular seemed baffled that attempts to embed Democracy in the wake of their invasions of the Noughties produced the markedly-corrupt government of Hamid Karzai in Afghanistan and the corrupt and overtly-sectarian government of Nouri al-Maliki in Iraq. A Do-It-Yourself attempt to introduce Democracy in Egypt produced a government (of the Islamic Brotherhood) so unacceptable to the urban middle classes and the army that a ‘sort-of coup’ was instigated, followed by rigged elections, to return the country to neo-military rule as before. Highly-controversial and bitterly-contested ‘democratic’ elections following Libya’s revolutionary civil war resulted in 2 – and arguably 3? – would-be governments claiming the right to rule with their various militia, often organised on sectarian or tribal lines, slugging it out in a patchy, second civil war. Anyone versed in the Gravesian approach could have told the Western planners and the internet-inspired urban ‘democrats’ of Egypt that their campaigns to introduce Western-style Democracy would hit trouble. (See:… Read More

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The Thriving Organisation

Organisations Seen From The Second Tier Complexity Theory in the MeshWORK Approach to Businesses by Peter Fryer 4 February 2003 Author Peter Fryer was the Chief Executive of Humberside Training & Enterprise Council throughout its existence. He now works under the banner of ‘trojanmice’ and can be contacted via e-mail or you can call (+44) (0)1724 733303. How is your organisation faring in these rapidly changing times? Are you just surviving, are you surviving well, or are you thriving? Obviously surviving is crucial, but there is more to organisational life than that – a sort of Corporate BEIGE – much more. If we are thriving we are clearly doing well at all the things needed for survival but more importantly we are fulfilling our organisation’s true purpose. We are making the real difference that we intended when we set up the business and we are laying the foundations for our organisation’s existence for a long time. Thriving is not a state that is naturally reached by becoming better at surviving. No amount of continuous improvement (BLUE/ORANGE) will turn a surviving organisation into a thriving one. Thriving organisations have learnt to see themselves in a very different – 2nd Tier – way… Read More

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