Welcome to The Business Developm

David Shaner from his book, "The Seven Arts of Change!" Shaner is the Herring Professor of Asian Studies and Philosophy at Furman University and also taught at Harvard. He has also been an Olympic ski racer, Deputy Sheriff law enforcement officer, a Fulbright Scholar in India, and the list goes on.

My nephew dropped in one afternoon and left the book for me with a message that this book would be "right up my alley!" He was right! Shaner states repeatedly that change within corporations happens rarely for the same reason that individual change happens approximately the same way, "rarely!" This is what we have been discussing at our monthly meetings of The Business Development Group and consulting clients for years.

What seems to be the problem? It is my belief that everything within our field of perception and experience is a mirror for us to look within to see if the exterior vision that has triggered us remains dormant as a personal belief system for us to address. When we have become "emotionally triggered" by an event, this usually represents a lesson for us to honestly examine if we are "aware" and have the intestinal fortitude and personal integrity to pursue such action.

For example, look at the reality TV shows called the "Primaries"....determining who will be our future presidents. Whether they are for Democrats or Republicans, makes no difference. When you hear politicians state their "spin" on events, how can they be taken seriously? (I do accept the fact that there truly are some dedicated politicians out there making every effort to do the right thing, but they are in the minority.) Sadly, it's because corruption is so deeply entrenched and our conditioning which accepts the aforementioned is so powerful that we allow this nonsense to continue. The real reason that this deficiency in our system continues is that since we, the voting public, do not change, this inherent negative quality remains stored in our cerebral cortex and the default ie., do nothing, remains the status quo.

Let's get back to Shaner's idea as to why most corporations, or congress for that matter, does not change and you'll see that it is directly related as to why we as individuals do not change. We take information in at the surface level and then quickly reflect during our temporary state of enthusiasm how things will be different from here on. Will they be? Of course not!

Then how do we as individuals change and then transfer this ability to corporate America? The answer is.....bring such information down to the deepest recesses of our consciousness and souls until the seeds of change have been germinated, watered and cared for with TLC. This takes time with a disciplined and concerted effort!! Only then, is there any chance of change. Our cellular memories are so powerfully embedded with negative scripting that they must be hit with a different type of force that doesn't create friction but has the inherent ability to dissolve and dissipate these memories. Traditional force, as spelled out in Ki-Aikido in which Shaner holds a Seventh Degree Black Belt, only enhances and retains the power of these memories keeping us imprisoned in the land of "no change."

Shaner articulates this debate well discussing, The Art of Preparation, The Art of Compassion, The Art of Responsibility, etc. Without these essential ingredients, our desire for personal or corporate change becomes nothing more than a New Year's resolution. How many of those are fulfilled? Perhaps, two percent on the optimistic side for reasons just referenced.

Want real change to happen in your lives and businesses? Please join us for an "eye-opening" meeting that might help to turn your New Years' resolutions into an active force that actually results in positive improvement!

Remember.........many guests at our meetings constantly say that we cover fascinating insights that help them significantly in the world of "business development" ........and that they have not heard discussed elsewhere..........at any meetings!

Our next scheduled meeting occurs on: