If we’re concerned about where the culture is going, and what we can all do to change its course, our main power lies with philosophy and the force of paradigm shifts.

Shifting our mindset doesn’t cost money, it’s democratic (we can all do it), it goes to the crux of problems, it’s nonviolent, it’s effective, it’s not stoppable from without, and it’s our greatest power, though largely untapped.

    We see a pervasive mindset of control and domination permeating our cultural institutions, a mindset driven by the fear of anarchy. If someone—some authority or power over us—doesn’t control us, society will fall into chaos, or so we’re to believe.

But who controls the controllers? What kind of order do those in positions of power have in mind? Is power-over an order that works—i.e., that creates social harmony and makes us happy?

Or does it create wars, blind obedience, inner deadness, inequities and injustices, epidemic substance and process addictions, economic exploitation, cynicism, chronic stress, and unhappiness?

It doesn’t make sense, for example, that we control children morning to night with rewards and punishments and then wonder why they grow up selfish manipulators: "What’s in it for me?" or "Just don’t get caught!"

That’s how child-rearing and schooling methods trained all of us to think. And if people grow up obsessed with gaining power over others—the chance to be in the one-up position and to control who’s rewarded and who’s punished—where’s the surprise? This is the logical extension of our cultural paradigm.

In other words, is our culture built on a paradigm that’s working for us as well as we need it to? Is our consensus philosophy shaping our institutions to serve us, or are we becoming servants to systems that warp our minds, consume our energies, and turn us into people we never wanted to be?

When more and more of us find ourselves asking such core questions, it’s time to start rethinking things from the ground up. It’s time to reclaim our powers.

Philosophy’s first help comes in accurately naming what’s wrong. If we’re just bad people, if the human race is innately selfish, violent and power-obsessed, if reality mandates that we be powder kegs about to explode, then we’re stuck—no options. And it’s amazing that we as a species have lasted this long.

Certainly we have the potential to be selfish, destructive, and cruel, but philosophy says we have other potentials too, and that which potentials get developed depends on our philosophy—the paradigm we use to create ourselves, families, schools, churches, governments, businesses, and culture.

If what’s causing all the trouble is our paradigm, then that’s good news. We can’t change reality or human nature, but we can change our paradigm. And it doesn’t take an army or Government or money to do it.

The paradigm shift required is big. It touches all disciplines and the very ways we think and reason. It also involves how we experience ourselves, how we respond to our inner processes and follow our souls’ leadings.

Because the shift is big, and we by no means have all the answers, we do need to start the philosophical discussion. All of us should participate in the planetary dialogue birthing this shift. All sorts of tools are emerging to help. An approach is recommended that is:

• holistic, in that all our personal, cultural, and planetary systems are involved;

• system-focused, which sees "parts" as emerging from system dynamics;

• interdisciplinary;

• philosophical;

• healing and recovery oriented, and grounded in spiritual wisdom—values of soul, meaning, and inner guidance.

Any one of us can initiate a paradigm shift. These shifts occur every time we get a new boss, albeit on a minor scale (– the ‘rules’ change). However our paradigm can be changed permanently and perhaps beneficially.

To change the paradigm from within an industrial organisation, we should implement a documented Integrated Risk Management System. It should be based on Australian Standards AS4581 – Management System Integration, AS 4360 – Risk Management , ISO 9000 – Quality Management Systems, ISO 14000 – Environmental Management Systems , AS 4804 – Health and Safety Management Systems and a security management standard. This will provide a system, which will allow workers to essentially self-manage.

Incorporate into the documentation, a policy of empowering workers to submit Nonconformance (Opportunity for Improvement) Reports to senior management, where they have concerns or suggestions, which they consider should be formally addressed by the organisation.

This will provide a controlled means of improving the Management System and practices. Where the organisation is certified, the certifying body always asks for access to Nonconformance (Opportunity for Improvement) Reports, and enforces their proper close-out.

(Both certified and non-certified organisations are answerable to their customers, who may perform ‘second party audits’ of the management system with respect to their contracts).

Implement an Employee Share Ownership Program (ESOP) with an organisational performance based, share price discounting arrangement for all employees. This should provide the motivation to improve the Management System and practices, and thus organisational competitiveness, with potential beneficial effects for all stakeholders.

The new paradigm should be risk conscious, proactive in implementing risk controls and taking advantage of opportunities, and empowering.

Acotrel Risk Management Pty Ltd