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ReportonWorkshopEmpoweringMissionFoodSafety.

TheContext: Atthepresent,FSSAIisintheformativestage,itcomprisesofemployeeswhohavecomefromdifferent ministriesoftheGovernmentofIndia,butarestilltobefullyabsorbedintheformalstructureofFSSAI. Thechangeofworkplacehasbroughtastateoflackofclarityinthemindsoftheemployees,especially inrelationtotheiridentityanduncertainfuture(asitappearstothem). Employees belonging to different ministries, have come with a different mindset after working for so manyyearsintheirrespectiveministries,theyfocusmoreontheirspecializedareaofexpertiserather thanonthenewstructure,mainlybecauselackofunderstandingofothersperspectiveandthedegree of consolidation of common systems( organizational belongingness) and the degree of variability in individualspecializedsystemstokeeptherichnessofthegroundrealities(individualpursuits). Sincetherearemultiplegroups&thereislackofcommunicationandunderstandingbetweenthemon issues,itbecomesdifficultforthemtocomprehendafuturewhichtakescareofthemindividuallyand yetcomeoutasholdingthemallinonecommonstructure,withoutbeingprejudicedtoanygroups. Amidsttheprevailingcontexttheworkshopaimedatestablishingtheconfidenceoftheemployeesand dedicating themselves to greater organizational vision by integrating their personal mission with the organizationalvisionbyprovidingthemwithnecessarytools,capabilities,andnecessarymindsettotake actionforachievingvision. Efforts were carried out to form a cohesive group and inculcating in participants, the sense of belongingnesstoFSSAI,emergingoutasdiversebutapartofonelargefamily,withamissiontoprovide foodsafetyforall. Methodology: The safe and comfortable environment was maintained for the participants to feel comfortable and willingtoexplore.Theideastransferredtotheparticipantswasgivenwiththeprerealizationthat,the ideas will be challenged ,criticized, experimented and discussed, before being finally accepted and implemented. The people were encouraged to express their views, bring in their experience and take nourishing feedbacks. Efforts were specifically directed towards finding the positive intention behind every behavioroftheparticipants,todevelopunderstandingand trust.Thepositioningandthepartnersin the groups were regularly changed, to expose the participants to diverse group of people and also providingthemtheopportunitytopracticetheskillslearntwithmaximumpossiblenumberofpeople. Thelearningwasexperientialinnatureandthesubjectmatterwasintroducedinsmallchunksbefore beingfinallyintegrated,toahigherchunk.

A large number of exercises, discussions, role plays and exploration activities were carried out in the workshop,tomakethecontentasrealaspossible. Strategy: Theworkshoprolledoutinthefollowingsequencetoachievetheoutcomesithadsetforitself. Settingupframeswhywearehere?(thepurpose) Preparingtherightenvironment.(therulesoftheworkshop) Establishingcommunicationlinesamongstparticipants.(rapportskillsgeneratingwillingnessto communicate) GeneratingMultipleperspectives(gettingusedtodifferentthinkingstyles) Learningtoapplytheprincipleofpositiveintention. DevelopingSensoryAcuity.(Sharpeningthesenses) Connectingwiththeindividualmodeloftheworld.(whatoursenseofpersonalworldcomposed of) Expandingawarenesstomultiplemapsofreality(TakingMultipleperspective) Awarenessofstates Choiceslinkedwithstates(Understandingthatthechoiceswehaveislinkedwithstateweare in) Techniquesinstatesmanagement Anchoring(Stabilizingandmaintainingthestates) Useoflanguageonstatemanagement. Qualityfeedbacks TheEcologyFrame TheOutcomeFrame TheBacktrackFrame TheContrastFrame TheAsifFrame TheSystemicframe TheNegotiationframe Outcomeratherthanblameframe PossibilitiesratherthanNecessitiesframe Feedbackratherthanfailureframe Generationofideasbyprocessofdeletion/AdditionandDistortion. DeterminingtheNOW ProcessofVisioning SharingtheVisioninGroups UnderstandingOverallIssuesproblemspace MovingfromVisiontoAction. LevelAlignmentProcess Integratingrolesofdreamer,realistandcritic. Frameworkforevaluatingnewideas. Creatingthefuture.

SpecificOutcomesoftheworkshop:
1) DevelopingSensoryAcuitySharpeningofsenses.
Theworkshoptakesbacktooursensesbytheuseofsensoryacuityexercises.Thepurpose,ofcourse,is gradually to get back in contact with our own self determining, self regulation, self integration, self balancingprocesses,thusenablingustostandonourownfeet. Oneofthebasicskillsofbeingahumanbeingislearninghowtouseoursenseswell.Ourperception depends on the degree of sensitivity of your sense organs. Learning to lower the thresh hold of your senses improve your perception of the outside world. Attention is directed through the senses. By payingattentionontheoutside,youenrichyourthinking.Bypayingattentionontheinside,youbecome more sensitive to your own thoughts and feelings, surer of yourself and better able to give your attentiontotheoutsideworld. The entire scientific enquiry, no matter how objective it is, will always be the subjected to the individuality of the explorer behind the experiment. The sensory acuity exercise goes to develop the very basic of being a human being and is useful in all human endeavors. For the people involved in accomplishingthemissionfoodsafety,thereisnosubstituteforclear,active,opensensorychannels.

2) Establishingtrustandrapportbetweendifferentgroups/stakeholders.
Learningtodeveloprapportandtrustbetweenpeoplewasoneoftheimportantskillsthatarelearntby the participants in the workshop. Given the context, that there are diverse groups both internal and external, we have provided a systematic approach and methodology that quickly cuts across borders andestablishasenseofbelongingnesstomissionfoodsafety.Theparticipantslearntthetechniquesof matchingandmirroring,pacingandleadingthatestablishrapportandtrustquicklybetweenpeople. Thisisespeciallyusefulforpeoplewhoareintofieldworkinvolvinginspectionandsamplingcollection. Theparticipantshavesharedtheirexperiences,citingexamplesofsituations,wheretheyhavebeen pushed into the furnace or being locked inside the cold storage, such instances can be avoided if, unconsciousrapportmakingskillsaretaughttothefieldofficers. The participants expressed confidence in the techniques taught in the workshop and will prove to be helpfulinensuringsafetyfortheminthefield.

3) Taking multiple perspectives Awareness of mental maps and assumptions.


Missionfoodsafetyisapeoplesmissionandaffectsallofusinsomewayoranother.Forthemissionto be successful there needs to be an intensive exchange of ideas between various stake holders. The

abilitytotakemultipleperspectivesonissuesisaprerequisiteforwinningthetrustandconfidenceof thestakeholders. Attheinternallevel,employeesbelongingtodifferentministries,havecome withadifferent mindset afterworkingforsomanyyearsintheirrespectiveministries,theyfocusmoreontheirspecializedarea of expertise rather than on the new structure, mainly because lack of understanding of others perspectiveandthedegreeofconsolidationofcommonsystems(organizationalbelongingness)andthe degreeofvariabilityinindividualspecializedsystems,tokeeptherichnessofthegroundrealities(i.e. individualpursuits). Sincetherearemultiplegroups&thereislackofcommunicationandunderstandingbetweenthemon issues,itbecomesdifficultforthemtocomprehendafuturewhichtakescareofthemindividuallyand yetcomeoutasholdingthemallinonecommonstructure,withoutbeingprejudicedtoanygroups. The skill of taking multiple perspective will help improve the understanding between different groups andestablishrapportandunderstandingbetweenthem.

4) PersonalStateManagement
Manifestingourvisionsisonlypartiallyaresultofourplansandstrategies.Agooddealofwhathappens duringtheprocessesofsteeringthemissionisunconscious.Manykeyaspectsrelatedtoimplementinga pathtoavisionandmanagingsituationsoftenoccursoutsideofconsciousawareness.Theycomeinthe formofinsightorinspiration.Inadditiontoinstrumentsandtoolsthatallowustobringourvisionsand pathfortheirrealizationintoawareness,itisalsousefultohavesomewayofencouragingandactually directingorutilizingunconsciousprocessesaswell.Thisismosteffectivelydonethroughmanagement ofourinternalstates. Thepointisthatourinternalphysiologicalstatestimulatesandorganizesotherneurologicalactivities.In many ways the most fundamental instrument of change is your own body and nervous system. You couldgosofarastosaythatthemanifestationofalleffortscomesthroughyourbodyorphysiologyin someway.Itcomesintheworldthroughyourwords,voicetone,facialexpression,bodyposture,the movements of your hands, etc. And your ability to use these fundamental instruments of change and leadershipisgreatlydependentonyourinternalstate. Thusoneofthemostimportantselfskillsofleadershipistheabilitytomanageonesinternalstate. This involves the capacity to select and maintain the types of internal states that will promote and sustainleadershipperformance. We need different types of states to accomplish our jobs, for example a physical mental state when conducting surveys, collecting sample, conducting test, report writing, holding a meeting, problem solving, contemplating a future course of action, giving feedback etc requires different states to carry eachofthesejobseffectively.

Learningtomanagethepersonalstateislikelearningtofindsomytypesofleversandlearningtopick andapplythemskillfully,toaccomplishthetaskathand. Theparticipantslearntvarioustechniquesofpersonalstatemanagementlike,anchoring,selfsuggestion exercise,slidingtheanchorsandsustainingthestate.Wearesurethatthisskillwillcontributeheavilyin accomplishingthemissionfoodsafety.

5) DevelopingAttitudinalCompetency
There are attitudes which have proved immensely helpful in understanding the world around us, by givingusmorefreedomofchoiceandaction.Theworkshophasfoundtheseprinciplesextremelyuseful insortingoutissues.Theseprinciplesarenotclaimedtobetrue.Theirusefulnessliesinthefactthat,if youassumethemtobetrue,itletsyouthinkfreely.Theimportanceandpoweroftheseprincipleshave beendulyrecognizedandappreciatedbytheparticipants. (1) Peoplerespondtotheirexperience,nottorealityitself. (2) Peopleworkperfectly. (3) Peoplemakethebestchoicetheycanatthetime. (4) Allactionshaveapurpose. (5) Everybehaviorhasapositiveintention. (6) Havingachoiceisbetterthannothavingachoice. (7) Wealreadyhavealltheresourcesweneedorwecancreatethem. (8) Nocommunicationisalsoacommunication. (9) Ifyouwanttounderstandact. (10)Modelingsuccessfulperformanceleadstoexcellence. (11)Thereisnofailureonlyfeedback.

6) OvercomingresistancetoPersuasionandRecognizingPositiveintention.
Resistanceisthesignoflackofrapportandtrust;theparticipantshavebeentaughttheskillofmatching and mirroring, pacing and leading which helps in regaining rapport and trust between the people quickly. 7)

EffectiveCommunicationskills

Needless to say, the success of the mission food safety stands on the ability of the employees to communicatetheirideaeffectively,notjustamongstthemselvesbutwithdiversesetofstakeholders involvedwithmissionfoodsafety.

Theparticipantshavebeentrainedtocommunicateinmannerthatgeneratesdesiredresponses.Itisto be noted that communication here means not only what you intend to communicate but also the responsethatitgenerates. Successofanymissioninvolvestheapplicationofpracticalcommunicationandrelationalskillsthatare essentialforexpressingoneselfandaccomplishgoalswhileworkingtogetherwithothers.

8) Buildingupneworganizationalculturalframes.
Theparticipantshavebeentaughttouseproperquestionslinkedwitheachframe. Importantframestaughtintheworkshopwere: (1) TheEcologyFrame (2) TheOutcomeFrame (3) TheBacktrackFrame (4) TheContrastFrame (5) TheAsifFrame (6) TheSystemicframe (7) TheNegotiationframe (8) Outcomeratherthanblameframe (9) PossibilitiesratherthanNecessitiesframe (10)Feedbackratherthanfailureframe Nothing has a meaning of itself. Information does not exist on its own; it has to be understood in context.Themeaningwederivefromanyexperiencedependsontheframeweapply.Wearealways settingframes;itisanessentialsteptowardsunderstandingandmeaning.Theframeswesetgoverns thequestionsyouaskaboutwhathappens,howyoufeelaboutit,howyoureacttoitandhowyoudeal with it. Question is a powerful ways of setting frames, because they include assumptions about an event. Setting up useful frames and learning to use them effectively will help the participant take a healthy frameonsomanyissuesthepeopleneedtosortoutonadailybasis.Oncewelearnhowtoputproper framesaroundissueswegainaproperattitudetoasktherightsetofquestions. Learningtosetupgoodframeswillhelppeopleinmissionfoodsafetytoquicklygetintotherootsofthe problemandsolvethemquickly. If practiced by a large number of people, the skill to set up frames will go a long way in empowering missionfoodsafety.

9) Mastery of problem space Thoroughly examining the system, Finding therelevantelementsandissues,Chunkingpathstomanageablesteps


Thesystemsviewofalltherelatedissueswasalsopresentedanddiscussedbeforetheparticipantsfor themtoformideasofoverallstructureandhowindividualpiecesfittogether.(Interactionbetweenself GoalsSystemOthers). Thepresentproblemspaceofmissionfoodsafetywasanalysedandpresentedasfollows: TheEmployees(Selfperspective) (1) Inceptionstage (2) Rolesnotcompatiblewithskillsandexperience(beingleanorganizationatthepresent). (3) Employeesunderstressabouttheirfuture. MissionFoodSafety(Goal) (1) Lackofawarenessamongstmasses. (2) Needsmoreparticipationandunderstandingamongstfoodexperts. (3) Needforcontinuouscapacitybuilding. (4) Emphasismoreoninfrastructurebutthereislackofemphasisoninspectionprocess(Thispoint wascontributedbyMFPOpeople). (5) Absenceofsurveillance&datamanagementsystem (6) Lackofcoordinationbetweenthestategovernmentsandcentralgovernment. Communityperspective (1) Socioeconomicstatusofthecommunityneedstobetakenintoconsideration. (2) Lackofempowermentandsensitivity. (3) Corruptioninsocialenvironment. (4) Impropermonitoringsystem. (5) Manipulativeandunfairtradepracticesofthefoodmanufacturers. (6) Unethical/Badagricultural/animalhusbandrypractices. OverallSystem(FromtheOrganizationalPerspective(FSSAI)). (1) AbsenceoffacerecognitionofFSSAIingeneralpublic. (2) Somesectionsofthe populationbecauseoftheir pooreconomiccondition arenot concerned aboutfoodsafety. (3) Implementationmechanismhasbeenidentifiedandisbeingimplemented. (4) FSSAIhastocreatetheawarenessaboutfoodsafetyatdifferentlevels. Thisexercisehelpedtheparticipantstolearnelegantlytosortoutoverallissuesinmanageablechunks, forbetterclarityoftheproblemspace.

10) Determiningthepersonalvisionandmissionoftheemployeesand thentranslatingtheirvisionintoaction,andfinallyaligningthemembers oftheorganization.


Theparticipantsdevelopedtheenergeticandpowerfulvisionofthefutureforthemselves,whichwas impossible to achieve in the now, but one which was so captivating and motivating, that it will drive theireffortsandresourcestoachievetheminfuture.Thevisioningprocesswasentailedtosetavision whichwaslargerthanthem,i.e.beyondselfandrelatedtothelargersystem. The employees underwent a systematic process of defining their personal vision, as outlined in the annexure1,2and3.Theimportanceofthesesteps,canberealizedfromthefactthat,atypicalpathof changeinintelligentorganizationsinvolvesmovingfromthelevelofvisiontothatofaction. AttheMetalevelitprovidesinspirationandmotivationbyformingthevisionintomissionandcreatinga community within system. At the macro level it creates the strategy for manifesting the vision and missionbydefiningvalues,cultureandpathforreachingthedesiredstateandatmicrolevelitsupplies thestructuretomakethecultureandpathconcretethroughspecifictasksandrelationships. Once the individual vision was in place, the process of co alignment with the other members of the organizationtookplace.Thestepsforcoalignmentinvolved: (1) (2) (3) (4) Identifyingtheenvironmentsurroundingtheprojectorgoal Definingthebehaviorstobeenactedintheenvironment. Identifyingthecapabilitiesneededtogeneratethosebehaviors. Establishing the beliefs and values necessary to support those skills and capabilities and behaviors. (5) Forming a description (or a metaphor) for role identity expressed by those beliefs, values, capabilitiesandbehaviors. (6) Identifyingthevisionandmissionthatidentityisserving. (7) Makingsureallofthedifferentlevelsareconnectedtogetherandaresupportingoneanother.

11)

ConsolidationofpersonalvisionintoOrganizationalVision

Atthepresent,FSSAIisintheformativestage,itcomprisesofemployeeswhohavecomefromdifferent ministriesoftheGovernmentofIndia,butarestilltobefullyabsorbedintheformalstructureofFSSAI. Thechangeofworkplacehasbroughtastateoflackofclarityinthemindsoftheemployees,especially inrelationtotheiridentityanduncertainfuture(asitappearstothem). Inviewoftheabovesituationintowhichtheemployeesare,Icouldonlyworkouttheirindividualvision and mission, despite my intention to evolve the organizational vision, largely on account of objection raisedbymanyemployeesi.e.Whenourfuturewiththeorganizationisnotcleartous,doyouthink wecandojusticeinworkingouttheorganizationalvision?.Ihadtodropoutthisstep,becauseIcould

havelosttherapportwiththegroup,ifIwouldhavecontinuedtoworkondevelopingtheorganizational vision. However,itwasamuchbetterideatokeeptherapport,andmoveaheadwithwhatwaspossiblewith thegroup.Theorganizationalvisionwillsimplybeanintelligentconsolidationoftheindividualvisionof theemployees,whichcanbedoneatthesubsequentworkshop. It is advisable that the employees at regular intervals be informed about the stage in which the regularization process is and expected time frame in which they will be fully absorbed in the formal structure of FSSAI, to keep up the morale of the employees and make a transition as smoothly as possibleforthem. Theindividualvisionoftheemployeeisalthoughlimitedtohis/herareaofconcernbutwouldcertainly bringclarityandmotivationintheworktheyarecarryingon.Moreovertheemployeesappreciatedthe gesturethattheircontributionisbeingtakenintoaccountindevelopingtheorganizationalvision,and thisdefinitelybringsa,moresenseofbelongingnesstoFSSAI,andmissionfoodsafety. Conclusion: Theworkshopwashighlyparticipative,andemphasiswastohelpconnecttheparticipantstotheirinner world and develop the basic foundations of excellence in each individual. The environment was open and relaxed, and encouraged the participants to explore the ideas, and learning was provided by listeningandaskingqualityquestions,andbyprovidingthemwithconstantloopofnourishingfeedbacks untiltheknowledgewasimbibedbytheparticipantsandexhibitedbytheminbehavioralforms. Thesystemsviewofalltherelatedissueswasalsopresentedanddiscussedbeforetheparticipantsfor themtoformideasofoverallstructureandhowindividualpiecesfittogether.(Interactionbetweenself GoalsSystemOthers). The workshop provided the participants with the opportunity to develop their self skills, systems thinkingskills,strategicthinkingskillsandrelationalskills. Theparticipantsdevelopedtheenergeticandpowerfulvisionofthefutureforthemselves,whichwas impossible to achieve in the now, but one which was so captivating and motivating, that it will drive theireffortsandresourcestoachievetheminfuture.Thevisioningprocesswasentailedtosetavision whichwaslargerthanthem,i.e.beyondselfandrelatedtothelargersystem. Theparticipantslearnttodefinethepresentandlinkingthepresenttothefuturevisionbyexploringthe paththatlinkedthemtogether. Overalltheworkshopaimedatachievingthefollowingobjectivestoempowermissionfoodsafety: Masteryofself(States) AligningVisionandAction Congruenceofmessengerandmessage AwarenessofmentalmapsandAssumptions

MasteryofProblemSpace(System) Thoroughlyexaminingthesystem FindingoutRelevantElementsandissues Chunkinguppathtomanageablesteps MasteryofCommunication(Message) Developingverbalandnonverbalskills Usingdifferentrepresentationchannels Interpretingandmanagingmetamessage MasteryofRelationship(Rapport) TakingmultiplePerspective Understandingdifferentthinkingstyles Recognizingpositiveintention PleaseNote:Thestepsinvolvedindevelopingthevisionandmission,andfindingtheeffectivepath,is attachedasanannexuretothisreport.

Annexure1

CreatingaVision
1. Putyourselfinarelaxedandopenstateinwhichyoucanfeelfullyyourself. 2. Withyoureyesclosed,createaspaceforVisioninyourmindseye.Imagineavastlandscape. Notice where the horizon of your inner space is. Also notice the point of convergence or vanishingpointrelatedtoyourfocuswithrespecttotheinnerlandscape.Notehowfarfrom thetipofyournosethisvanishingpointappearstobe.Extendthepointofconvergenceuntilit is farther away. If you need to, you can lower your horizon. Find a vanishing point that represents the rest of your life. Then, extend your focus far beyond this point. As you do, lengthenyourspineandliftyourheadslightly.Imagineasunrisebreakingoverthehorizon.Feel whatitisliketoexperiencethedawningofanewday.Letthefeelingofhopeandbeliefinthe futureemerge.Fromthisstateaskyourselfthisquestion,Whatismyvision?Lettheimagesand wordsofyouranswerformoutofyourfeelingandthelightcomingfromthesunrise. 3. Bringyourattentionandfocusbacktothepointrepresentingtherestofyourlife,maintaining theawarenessofthesunriseandthefeelingassociatedwithyourvision.Considerwhatneeds tobedoneinthattimeframeinordertomovetowardsthevision.Askyourselfthequestion? Whatismymissionwithrespecttothatvision?Whatismyroleandidentitywithrespecttothe larger system associated with that vision? What is a symbol or metaphor for that role and mission? 4. Focusyourattentiontoyourbodyandthefeelingandemotionsassociatedwithyoursenseof visionandmissionespeciallythosethatdrawyoutowardsthem.Feelthesenseofmotivation, inspirationandexcitementthatyouhaveaboutthefuture.Imaginethatyoucouldgiveavoice so that these feelings could be put into words. Ask yourself, What values are expressed and represented by my vision and mission? , what beliefs are associated with my vision and mission? 5. Shiftyourattentiontoyourspineandchest.Lengthenyourspineandopenyourchestsoyou canbreathemorefreelyandfully.Feelasenseofphysicalenergyandstrengthinyourbody.Ask yourself, What capabilities do I have, or need to develop, in order to support my beliefs and valuesandreachmymissionwithrespecttomyvision? 6. Bringyourfocalpointneartoyou,findingwhatfeelslikeaclosebutcomfortabledistance.Allow yourawarenesstogointoyourbellyandmusclesandbonesofyourbody.AskyourselfWhatis my next step towards achieving my mission? What internal state will help me to reach that step?Formaplanfortakingthenextstep. 7. Imaginethatyouarephysicallymovingforwardandassociatingintothatpointinthefutureand thecontextitrepresents.Askyourselfthequestion,WhenandwherewillIcompletethenext step?

Annexure2

Definingyourpath
1. What is your vision with respect to the larger system or community in which you are operating?Mymissionisto 2. What is your identity or role with respect to your vision and the community to which youbelong?Inrelationtothatvision,Iam/weare 3. Whatisyourmissionwithrespecttothatsystemandvision?Mymissionisto.. 4. Whatbeliefsandvaluesareexpressedbyorencompassedbyyourvisionandmission?I amcommittedtothisvisionbecauseIvalue.. 5. What capabilities are needed to manifest your vision and achieve your mission, given thebeliefsandvaluesyouhaveexpressed?ToaccomplishmyvisionandmissionIwill usemycapabilitiesto 6. Whatisthespecificbehaviorassociatedwithmanifestingyourvisionandachievingyour missionthatwillbothuseyourcapabilitiesandfitwithyourbeliefsandvalues?Myplan isto.. 7. What is the environment in which you will manifest your vision and reach your vision andreachyourdesiredstate?Thisplanwillbeimplementedinthecontextof.

Annexure3

Levelalignmentprocess
Start by physically laying out a space for each of the six level spiritual identitybelief/values capabilitiesbehaviorsenvironment. 1. StartbystandingintheenvironmentspaceandansweringthequestionwhenandwheredoI wanttobemorealigned? 2. Move to the Behavior space and answer the questions? What do I need to do when I am in thosetimesandplaces?HowdoIwanttoact? 3. Stand in the capabilities space and answer the questions. How do I need to use my mind to carry out those behaviors? What capabilities do I have or need to have in order to carry out thoseactionsandinthosetimesandplaces? 4. Step into the belief / Value space and answer the questions. Why do I want to use those particularcapabilitiestoaccomplishthoseactivities?WhatvaluesareimportanttomewhenI aminvolvedinthoseactivities?WhatbelievesdoIhaveorneedtoguideinmyheartwhenIam doingthem? 5. Move to the identity space and answer the questions. Who am I if I have those beliefs and values and use those capabilities to accomplish those behaviorsin that environment? What is metaphororsymbolformyidentityandmission? 6. Standinthespiritualspaceandanswerthequestions.WhoandwhatelseamIserving?Whatis thevisionbeyondmethatIamparticipatingin? 7. Maintainingthephysiologyandinner experienceassociatedwith thespiritual spacestepback into the identity space. Combine and align your spiritual level and identity level experiences. Notice how your spiritual level experience enhances or enriches your initial representation of youridentityandmission. 8. Taketheexperienceofbothyourbothyourvisionandyouridentityandbringthemintoyour belief space. Again notice how this enhances or enriches your initial representation of your beliefsandvalues. 9. Bring your vision, identity, belief and values, into the capability space. Experience how they strengthen,changeorenrichthecapabilitiesyouexperiencewithinyourself. 10. Bringyourvision,identity,beliefsandvalues,capabilitiesintothebehaviorspace.Noticehow eventhemostseeminglyinsignificantbehaviorsarereflectionsandmanifestationsofallofthe higherlevelswithinyou. 11. BringalllevelsofyourselfintotheEnvironmentspaceandexperiencehowitistransformedand enriched. 12. Memorizethefeelingofthisalignedstate.Imagineyourselfbeinginthisstateatkeytimesand placesinfuturewhenyouwillmostneedit.