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The Art of Possibility [Anglais] [Relié]

Rosamund Stone Zander , Benjamin Zander
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Description de l'ouvrage

1 septembre 2000
Presenting twelve breakthrough practices for bringing creativity into all human endeavors, The Art of Possibility is the dynamic product of an extraordinary partnership. The Art of Possibility combines Benjamin Zander's experience as conductor of the Boston Philharmonic and his talent as a teacher and communicator with psychotherapist Rosamund Stone Zander's genius for designing innovative paradigms for personal and professional fulfillment.

The authors' harmoniously interwoven perspectives provide a deep sense of the powerful role that the notion of possibility can play in every aspect of life. Through uplifting stories, parables, and personal anecdotes, the Zanders invite us to become passionate communicators, leaders, and performers whose lives radiate possibility into the world.

--Ce texte fait référence à l'édition Broché .


Descriptions du produit

Extrait

Chapter One


THE FIRST PRACTICE


It's All Invented


A shoe factory sends two marketing scouts to a region of Africa to study the prospects for expanding business. One sends back a telegram saying, SITUATION HOPELESS STOP NO ONE WEARS SHOES The other writes back triumphantly, GLORIOUS BUSINESS OPPORTUNITY STOP THEY HAVE NO SHOES


    To the marketing expert who sees no shoes, all the evidence points to hopelessness. To his colleague, the same conditions point to abundance and possibility. Each scout comes to the scene with his own perspective; each returns telling a different tale. Indeed, all of life comes to us in narrative form; it's a story we tell.

    The roots of this phenomenon go much deeper than just attitude or personality. Experiments in neuroscience have demonstrated that we reach an understanding of the world in roughly this sequence: first, our senses bring us selective information about what is out there; second, the brain constructs its own simulation of the sensations; and only then, third, do we have our first conscious experience of our milieu. The world comes into our consciousness in the form of a map already drawn, a story already told, a hypothesis, a construction of our own making.

    A now-classic 1953 experiment revealed to stunned researchers that a frog's eye is capable of perceiving only four types of phenomena:


    · Clear lines of contrast

    · Sudden changes in illumination

    · Outlines in motion

    · Curves of outlines of small, dark objects


    A frog does not "see" its mother's face, it cannot appreciate a sunset, nor even the nuances of color. It "sees" only what it needs to see in order to eat and to avoid being eaten: small tasty bugs, or the sudden movement of a stork coming in its direction. The frog's eye delivers extremely selective information to the frog's brain. The frog perceives only that which fits into its hardwired categories of perception.

    Human eyes are selective, too, though magnitudes more complex than those of the frog. We think we can see "everything," until we remember that bees make out patterns written in ultraviolet light on flowers, and owls see in the dark. The senses of every species are fine-tuned to perceive information critical to their survival—dogs hear sounds above our range of hearing, insects pick up molecular traces emitted from potential mates acres away.

    We perceive only the sensations we are programmed to receive, and our awareness is further restricted by the fact that we recognize only those for which we have mental maps or categories.

    The British neuropsychologist Richard Gregory wrote, "The senses do not give us a picture of the world directly; rather they provide evidence for the checking of hypotheses about what lies before us." And neurophysiologist Donald O. Hebb says, "The real world' is a construct, and some of the peculiarities of scientific thought become more intelligible when this fact is recognized ... Einstein himself in 1926 told Heisenberg it was nonsense to found a theory on observable facts alone: In reality the very opposite happens. It is theory which decides what we can observe.'"

    We see a map of the world, not the world itself. But what kind of map is the brain inclined to draw? The answer comes from one of the dictates of evolution, the survival of the fittest. Fundamentally, it is a map that has to do with our very survival; it evolved to provide, as a first priority, information on immediate dangers to life and limb, the ability to distinguish friends and foes, the wherewithal to find food and resources and opportunities for procreation. The world appears to us sorted and packaged in this way, substantially enriched by the categories of culture we live in, by learning, and by the meanings we form out of the unique journey each of us travels.

    See how thoroughly the map and its categories govern our perception. In a famous experiment, the Me'en people of Ethiopia were presented for the first time with photographs of people and animals, but were unable to "read" the two-dimensional image. "They felt the paper, sniffed it, crumpled it, and listened to the crackling noise it made; they nipped off little bits and chewed them to taste it." Yet people in our modern world easily equate the photographic image with the object photographed—even though the two resemble each other only in a very abstract sense. Recognizing Pablo Picasso in a train compartment, a man inquired of the artist why he did not paint people "the way they really are." Picasso asked what he meant by that expression. The man opened his wallet and took out a snapshot of his wife, saying, "That's my wife." Picasso responded, "Isn't she rather small and flat?"

    For the Me'en people there were no "photographs," although they lay in their hands as plain as day. They saw nothing but shiny paper. Only through the conventions of modern life do we see the image in a photograph. As for Picasso, he was able to see the snapshot as an artifact, distinct from what it represented.

    Our minds are also designed to string events into story lines, whether or not there is any connection between the parts. In dreams, we regularly weave sensations gathered from disparate parts of our lives into narratives. In full wakefulness, we produce reasons for our actions that are rational, plausible, and guided by the logic of cause and effect, whether or not these "reasons" accurately portray any of the real motivational forces at work. Experiments with people who have suffered a lesion between the two halves of the brain have shown that when the right side is prompted, say, to close a door, the left side, unaware of the experimenter's instruction, will produce a "reason" as to why he has just performed the action, such as, "Oh, I felt a draft."

    It is these sorts of phenomena that we are referring to when we use the catchphrase for this chapter it's all invented. What we mean is, "It's all invented anyway, so we might as well invent a story or a framework of meaning that enhances our quality of life and the life of those around us."

    Most people already understand that, as with cultural differences, interpretations of the world vary from individual to individual and from group to group. This understanding may persuade us that by factoring out our own interpretations of reality, we can reach a solid truth. However, the term it's all invented points to a more fundamental notion—that it is through the evolved structures of the brain that we perceive the world. And the mind constructs. The meanings our minds construct may be widely shared and sustaining for us, but they may have little to do with the world itself. Furthermore, how would we know?

    Even science—which is often too simply described as an orderly process of accumulating knowledge based on previously acquired truths—even science relies on our capacity to adapt to new facts by radically shifting the theoretical constructions we previously accepted as truth. When we lived in a Newtonian world, we saw straight lines and forces; in an Einsteinian universe, we noticed curved space/time, relativity, and indeterminacy. The Newtonian view is still as valid—only now we see it as a special case, valid within a particular set of conditions. Each new paradigm gives us the opportunity to "see" phenomena that were before as invisible to us as the colors of the sunset to the frog.

    To gain greater insight into what we mean by a map, a framework, or a paradigm, let's revisit the famous nine-dot puzzle, which will be familiar to many readers. As you may or may not know, the puzzle asks us to join all nine dots with four straight lines, without taking pen from paper. If you have never seen this puzzle before, go ahead and try it ... before you turn the page!

    If you have never played this game before, you will most likely find yourself struggling to solve the puzzle inside the space of the dots, as though the outer dots constituted the outer limit of the puzzle. The puzzle illustrates a universal phenomenon of the human mind, the necessity to sort data into categories in order to perceive it. Your brain instantly classifies the nine dots as a two-dimensional square. And there they rest, like nails in the coffin of any further possibility, establishing a box with a dot in each of the four corners, even though no box in fact exists on the page.

    Nearly everybody adds that context to the instructions, nearly everybody hears: "Connect the dots with four straight lines without taking pen from paper, within the square formed by the outer dots." And within that framework, there is no solution. If, however, we were to amend the original set of instructions by adding the phase, "Feel free to use the whole sheet of paper," it is likely that a new possibility would suddenly appear to you.

    It might seem that the space outside the dots was crying out, "Hey, bring some lines out here!"

    The frames our minds create define—and confine—what we perceive to be possible. Every problem, every dilemma, every dead end we find ourselves facing in life, only appears unsolvable inside a particular frame or point of view. Enlarge the box, or create another frame around the data, and problems vanish, while new opportunities appear.

    This practice we refer to by the catchphrase, it's all i...

--Ce texte fait référence à l'édition Broché .

Revue de presse

Voici un hymne à la passion écrit à quatre mains par le chef du Boston Philharmonic Orchestra et son épouse, thérapeute et peintre. Synthèse des apports de la musique et de la psychologie, l'ouvrage présente un ensemble d'idées et de pratiques à mettre en oeuvre pour libérer la créativité humaine dans tous les domaines. Deux hypothèses dans ce livre : primo, la vie est composée comme une histoire (tout existe potentiellement), secundo, nous pouvons toujours faire plus que nous pensons. Pour une transformation personnelle et professionnelle. -- Idées clés, par Business Digest

Détails sur le produit

  • Relié: 224 pages
  • Editeur : Harvard Business School Press (1 septembre 2000)
  • Langue : Anglais
  • ISBN-10: 0875847706
  • ISBN-13: 978-0875847702
  • Dimensions du produit: 16,5 x 2,5 x 23,1 cm
  • Moyenne des commentaires client : 5.0 étoiles sur 5  Voir tous les commentaires (1 commentaire client)
  • Classement des meilleures ventes d'Amazon: 163.879 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
  • Table des matières complète
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2 internautes sur 2 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Lecture insipirante 5 février 2010
Par Romaric
Format:Broché
The Art of Possibility répond à une question essentielle: l'homme peut-il s'accomplir dans son lieu de travail?
A travers des outils ingénieux développés par nos deux auteurs, on apprendra à s'effacer par rapport aux autres, à ne pas s'imposer comme leader mais à encourager les autres à s'affirmer. A retravailler sa place par rapport à l'évolution des éléments qui nous entourent.
Un ouvrage qui sort du lot et qui montre qu'on a encore beaucoup à apprendre.
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Amazon.com: 4.4 étoiles sur 5  202 commentaires
268 internautes sur 281 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Great Performances for Everyone! 24 septembre 2000
Par Donald Mitchell - Publié sur Amazon.com
Format:Relié
'. . . The objective of this book is to provide . . . the means to lift off from . . . struggle and sail into a vast universe of possibility.'

Benjamin Zander is the conductor of The Boston Philharmonic and is well known for his orchestra's passionate performances. Rosamund Stone Zander is an executive coach, family therapist, and private practitioner who brings enormous psychological perspective to enhancing human behavior. They have written a fascinating book in which they alternate as voices in sharing principles and examples in the form of compelling stories.

They have striven to make what they share ' . . . simple, not easy.' The idea is to help you create in yourself and in others 'transformational' improvements.

They share a series of perspectives designed to improve your understanding of what and where the potential is.

First, humans tend to focus on very few things, missing most of what is going on around them. By shifting focus, you will see many opportunities for the first time. Much of this book is designed to do that for you. You will visit our old friend the nine dot square and be reminded that connecting all of the dots in four lines without lifting your writing instrument from the paper requires you to go outside the box that we mentally draw at the circumference of the dots. Be careful about your assumptions! They can fence you in!

Second, measurements can cause us to focus too narrowly on where we are today and encourage scarcity thinking -- the glass is half empty. The Zanders encourage thinking about the glass as half full, citing the well-known perspective of optimism as being empowering. This can help you 'step into a university of possibility.' I like to call this pursuing the ideal practice.

Third, if you assume that people will do well and help them see how they can, they will. Mr. Zander gives every student an A in his class, and simply requests that the student write a paper to tell what they will do to deserve the A. This gets the students focused on excellence, and takes away the tension that harms accomplishment.

Fourth, as a mindset, think of your role as 'being a contributor.' 'You are a gift to others.' How could that change what you do? As someone who thinks that way now, I find it a very useful perspective, and was glad to see it in the book.

Fifth, lead from any chair. This is a reference to involving everyone. Mr. Zander asks his players to write down how he could improve practices and peformances, and pays attention to the suggestions.

Sixth, follow rule number six. That rule is to 'lighten up.'

Seventh, be present to the ways things are. Many of us are disconnected from reality. By re-touching it, we can see more possiblities.

Eighth, give way to passion. Going with your strong feelings allows you to be more authentic, and to go to new heights of accomplishment.

Ninth, light a spark. See you role as creating a spark of possibility to be lit that others can see.

Tenth, be the board of the game you are playing. This makes it easier to see how you can make a difference.

Eleventh, create a vision that generates 'frameworks of possibility' for others. Martin Luther King, Jr.'s famous 'I Have a Dream' speech is cited.

Twelfth, tell the WE story. Focus on being inclusive and considering what is best for all. Move from I to We, as the Coda to the book encourages.

Each section has exercises you can use to deepen your understanding of the principles and to help you practice, in order to create greater skill.

The principles are similar to those in many other books about improving performance and creativity. What is different about the book are the unique ways that the principles are expressed, the exciting examples in beautiful stories from music and business that will be new to you (as they were to me), and the passion with which the Zanders write. I would love to hear them do this book on an audio cassette! Both do public speaking, so you may get a chance to hear them.

Can we ever get too many great inspirational stories and reminders to live up to our potential rather than our pasts? I don't think so. This book will reignite your passion for making a larger and more positive difference. It will make you more human as you do so.

After you have finished the book, consider where your passion, gifts, and influence can combine to all you to most effectively live these principles. Consider that as a calling for at least some of your leisure time. If you are lucky, you can find some way to make that a primary calling for your working hours, as well. But find that place, and spend as much time as you can there!

109 internautes sur 113 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Worthwhile and Inspiring Read 20 mars 2001
Par ajw - Publié sur Amazon.com
Format:Relié
My first impression upon picking up The Art of Possibility was that it would be "fluff." Wrong impression. Instead, this turned out to be a very powerful book that I'm glad to have read. The Zanders present a philosophy and strategy for seeing and living in our world from a standpoint of possibility rather than scarcity and restriction. They describe a set of practices that may sound trite from their chapter headings ("Giving an A") but which are backed up by lucid explanations and very moving anecdotes. (I don't usually go for books that rely so heavily on personal stories, but in this case they are quite inspiring and contribute significantly to the power of the book.)

The two authors come at the issues of leadership and personal growth from different perspectives: He from the point of view of an orchestra conductor, and She from that of a psychotherapist. Benjamin Zander fortunately does not try to make the threadbare comparison that being a conductor is like being a CEO; rather, he simply uses his personal experiences as a leader to help make his points with interesting examples related to his career as conductor.

It's a worthwhile read (and easy, too, at 200 pages) that at the very least is inspiring and enjoyable, but also likely to make positive changes in your life if you apply the practices the authors describe.

29 internautes sur 31 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Stretches your thought process 5 août 2001
Par Christine M. Brown - Publié sur Amazon.com
Format:Relié
The Zander's redefine the way you look at things and view situations. I found the book to be a combination of art/creativity and psycho-analysis. Some of the principles I had a hard time really owning.

It reminds me a bit of Zen or Tao. Being in the present, not assigning blame, recognizing that is the way things are...

I couldn't read the book in one sitting. I found that it requires a lot of thought and reflection. Parts that I found inspirational were the white papers that were written by the musicians in response to a request from the conductor.

Some of the principles seemed to really line up well with the popular book from a few years ago "7 spiritual laws of success" by Deepak Chopra.

I would like to hear the authors read this as a book-on-tape, because I found myself thinking about things while I was trying to read. In a nutshell, the book says "put your life into a different playing field, Don't think win-win, think about making a contribution or about making a difference."

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