Believing to see or seeing to believe is a dilemma in human behavior but not in the field of strategies. Strategies begin to exist in the mind of the strategist having nothing to be seen.
The driver of strategies is growth, which implies that strategies are expansive.
The development of a strategy is based on envisioning the unified field of the solution that will exist and is inexistent at the moment it is being designed.
That is why a high level of consciousness is needed to manage strategies, which implies believing before things can be seen.
Maximal Strategies are by definition expansive. Expansive actions require providing additional added value to the environment and thus they are implicitly innovative. The innovation is implicit in the additional added value.
Maximal Strategies require “believing to see”
Believing to see is necessary for conceptual thinking. Concepts are essential. Therefore they need to be approached based on abstract beliefs that need to be confirmed in their manifested operational actions.
Conceptual thinking implies reflection that goes beyond the sensory experiences of individuals. Homological experiences are the benchmarks to be used to apprehend new action fields.
Believing to see is an approach to the nature of a reality in order to influence the future evolution and develop present actions.
Backward-chaining thinking is necessary to approach any activity that deals with adaptive systems and complexity. The oneness can only be approached with backward-chaining thinking processes which are integrated in the unicist reflection process.
2 = Infinite Solutions is an arithmetic metaphor of backward-chaining thinking.
It requires the use of a high level of inner freedom, because there are no sensory parameters to confirm the validity of a process. That is why a “believing to see” approach needs to be sustained by destructive and non-destructive pilot tests.
Maximal strategies which allow expansion beyond the present boundaries of an activity require the use of backward-chaining thinking and using individuals’ beliefs that need to be validated with sensory experiences.
Minimum Strategies require “seeing to believe”
Minimum strategies work within the boundaries of an activity. That is why they do not deal with the unknown and there is no need to envision things that do not exist. That is why a medium level of consciousness suffices to manage them. They provide the security and safety of maximal strategies. They are conservative to sustain the boundaries of an activity in order to survive.
Conservative thinking requires seeing to believe. That is why when a new concept is being discussed and an individual asks for an analogical benchmark, it is because s/he is avoiding entering a new field.
Seeing to believe is necessary to deal with operational thinking.
When operation has to be done it is necessary to deal with a credibility based on seeing. Seeing is used in a wide sense considering all the aspects that deal with sensory experiences to apprehend reality.
Seeing to believe is based on the past experiences of individuals to generate the credibility of present actions.
Forward-chaining thinking is the secure approach to reality which avoids having a high level of inner freedom because the external reality is apprehended through sensory experiences.
The use of sensory information avoids the need to make decisions based on internal freedom.
1 + 1 = 2 is an arithmetic metaphor of forward-chaining thinking.
Minimum strategies, which need to ensure survival, require forward-chaining thinking and using the sensory experiences to believe.
NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. http://www.unicist.org