RADICAL EMPIRICISM


(Lecture not transcribed - notes taken)

STRATEGY
1.      What it's not - abstract or particularity
2.      Why important
3.      What is it's foundation - radical empiricism
4.      How is it created? Corporate distancing.
        What does it look like? motivating imagery.
This is one of strategy, not massive insights (ICX) but has that pull together common
Strategy gives direction to be followed by tactics.
Like gestalt. Gestalt is garbage unless you see a light.  It's snake eyes that reveals radical direction.
We know how to do tactics.
Strategy is context that creates necessary deed.

Strategy is seeing thru Kansas City tactics to see possibility for every city.
We think problems are motivation - but issue is direction or thrust to future.

1.  NOT
a.      Goals - They abstract you.  If accomplish it, your life would be different.
b.      No failure.  Where deal with contradiction.  Have ideal picture of stakes.  Where see  
        commonness, contradiction is altered.
c.      Not vision.  Yet without vision strategy is irrelevant.
d.      Not tactics or maneuvers.  Strategy gives direction for tactics.  Provides context for
         life.

2.
a.      Opportunism.  We could go anywhere.  Need to do snake eyes.
b.      Gives courage.  Addresses relenting in face of opposition.  i say press is right in 
         Canada.  You can put tactics. Gives support, minimizes unhelpful confrontation.  Allow 
         tangentiality.
c.      Avoid rigidity.  Gives 1000 ways of implementing directions.  Multifaceted and global 
          glue.  Tactics vary from area to area.

3.  Radical empiricism.
a.      Not doing seems right at times.  Seems leads to fragmentation.  Not pragmatism.  Not 
          spontaneous action because you do it.
b.      Key is foundation is word
        spiritual disposition
        win before enter battle.
        Being victor.  Deciding you're a winner is best.
        Looking at world with screens that allow us to act with relevance and confidence.
        Those you trust them.
        Informs you for direction.
c.      Standing in midst of vulnerabilities and advantages.  That is your mission.
d.      
4.      Standing before troops, frames, implementing forces.
        One strategy for 10,000 and one for 30.
        But spiritual disposition of troops that provides base for concrete maneuver.
        distancing.  Piddling around.  Anyone anytime got close to strategy, it changed.
        If vacuum, not necessary.
        A posture in the midst of possibility.
a.      get them back from homework.
        get out data.
        In Jakarta, distancing required working on past grounding.  We spent 5 hours rehearsing movement events, social happenings, began to get stew of possibilities we'd forgotten as option for moving.
b.      More than getting out data.  It's getting out f.. or archaic sureties.  Get out things we stand on - don't have to invent wheel.
d.      Get out definitive learnings.  Data is only helpful to get out gestalt. How learned to be a revolutionary force in history.
d.      Depth contexting.       Historic guidelines we live out of.      Satre. best created by leaping out - calling people to come out there.
Knowing that enables me to have clues relative to third campaign.
c.      Futuric imagery
        Standing before real issues.
        Get out objective data.  Necessary for corporate strategy. can't base it on individual opinion.

5.      Get out what you don't
        Write down 5 ?s you wished you have answers to.  If you had answer you'd move.   Gives courage to make bold moves.  If wait until have clarity you won't make it.
4.      Future Visioning.
        Used imaginal time line
        Get a hold of strategic leaps.
        Articulate long range resolves.
        In midst you can move to strategy thrusts. Key was set of images.  It's intuitive, pushed toward practics. Put together designs of strategic thrusts.
1)      Created designs then named it.  Focusing clearly on strategy.  
2)      Beyond // to bold thrust beyond.
3)      Spelled out thrust in paragraphs.  Use broad language.
        It could be implemented in 1000 ways.  Used it as a test.  If government moved could we still move.

                        Objective data

                Past                      Future

                          Depth
                        Contexting

REFLEX
1.      Proposals in LENS - most exciting - put into master strategy.
2.      Stand in midst of contradiction.  
        Aha comes when contradiction is 
        only promise you have.
See 1000 ways you could move on contradiction.

Most difficult to move with tactics that aren't straight line.
This is a method that can be objectified.
This is most implementable.

How does one get permission to take time to do this?
        Injection of past and context
        Comes more as conversation than battleplan
        to back to west side.
Keystone workshops: auxiliary says village won't stay when see past grounding and where you stand.
        push beyond data.
Velvet glove    
We took definitive stance - won't do replication in Indonesia.
Flow around all 4
Gives us a way to come back to contentless Christ.

TRAPS
1.      Push on nonsense.  Could lead to argumentative.
        Did it with area and centrum priors. Come up with resolve.
2.      Stop too soon.  It's an emptying process. Haze is key aspect.  There's probably haze in 
         all 4.  Do per... until there is no more.
3.      Not to decide, to get out possibilities can paralyze you... dissolved.  I'm sure it's 
         changed.  Not to objectify it and symbolize it.  Come up with 1 piece of paper.
4.      Don't play out visioning part.  Ask what might look like.
 

Raymond Spencer 6/19/80