Towards a New Noetic Science

Bruce Lipton describes in Shift, the quarterly publication of the Noetic Society, a how a new type of science might emerge (or is indeed emerging).  Before describing what is understood by a "New Noetic Science" it is probably useful to describe what is understood by Noetic.

The word "noetic" comes from the ancient Greek nous, for which there is no exact equivalent in English. It refers to "inner knowing," a kind of intuitive consciousness—direct and immediate access to knowledge beyond what is available to our normal senses and the power of reason.

Then, what are 'Noetic Sciences'?
Noetic sciences are explorations into the nature and potentials of consciousness using multiple ways of knowing—including intuition, feeling, reason, and the senses. Noetic sciences explore the "inner cosmos" of the mind (consciousness, soul, spirit) and how it relates to the "outer cosmos" of the physical world.

The classical floors of the house of science (or should I say knowing) are mathematics as the fundament.  The second floor is physics, followed by chemistry and biology.  The current top floor is psychology.

The first floor of the house of "new noetic curriculum" is a new kind of mathematics: fractal algebra, (first labelled by Benoit Mandelbrot), followed by complexity theory.

The second floor is called energy physics based on quantum mechanics.  It was revealed that the universe is not an assembly of physical parts as suggested by Newtonian physics but is derived from a holistic entanglement of immaterial energy waves. As observers we are personnally involved with the creation of our own reality. Mind no longer appears to be an accidental intruder into the realm of matter... we ought rather hail it as the creator and governor of the realm of matter. (Henry, The mental universe, Nature 436, 2005)

The third floor is labelled Vibrational Chemistry. Vibrational chemistry, based upon quantum mechanics, emphasizes that atoms are made of spinning immaterial energy vortices, such as quarks. The new chemistry is concerned with the role of vibration. Via a process called electro-conformational coupling, protein behaviors can be influenced by neural vibrational fields derived from consciuous porcesses. (Tsong, Deciphering the Language of Cells, Trends in Biochemical Sciences, 14, 1989)

The fourth floor is the new biology. The new curriculum perceives of cells and organisms as integrated communities that are physically and energetically within their environment. A noetic biology will also embrace the power of epigenetics.  Epigenetics, which literally translates as "control above the genes", is a newly recognized second genetic code that controls the activity and programming of an organism's DNA. This new heredity mechanism reveals how  behavior and gene activity are controlled by an organism's perception of its environment.

The fifth floor consists of energy physchology. The environment along with the perceptions of the mind controls behavior and the genetics of biology. Rather than being "programmed" by our genes, our lives are controlled by our perceptions of life experiences. We change the focus from physiochemical mechanisms to the role of energy fields.

The renovation of the building introduces an all-encompassing field known as noetic sciences. Noetic consciousness reveals that collectively we are the "field" incarnate. (Lipton, The Biology of  Belief, 2005)

Interesting question is how all this influences our current understanding and practice of mangement.  For those reading French, I gladly refer to the full text of my Habilitation thesis, elsewhere on this blog, about a quantum interpretation of innovation.  I am also proud to announce my new book "Complexity, Organisations and Learning: A quantum interpretation of business" that is to appear in the coming months with Routledge.  And for those that want to be more active, I announce that in January, we, (Erna, my wife, and myself) start again our course "The quantum interpretation of management: from rational to non-rational forms of knowledge", that can be followed in the news and discussion section of this blog.

Comments

[Mathias]

The nice thing about this branch of science is that it includes things we witness in our every day life of which “science” tells us they wouldn’t exist. But the whole thing gets real complex really fast considering the fact that perception is constructed- what is science based on and is there something like “truth” and how can we measure this? It becomes even more interesting when we refer to the point that “behavior and gene activity are controlled by an organism's perception of its environment”, because not only does perception lead top physical reality and vice versa but we are unable to find the starting point and thus are turning in circles. Maybe being conscious about the fact that we don’t know where we are (=reality?!), can transform the circle into a spiral (growing effect… check Ken Wilber for explanation).
The implications for management are deep but of no direct concern to active managers: 99.9 % won’t have the time to read articles like this one opening up their eyes.
Theoretically they should realize that their judgement lacks any proven basis. They should be aware that there are no “hard facts” in organisational environments. There are only humans and their individual reality manifested in objects. If we really look at it, there is not even objects, but only energy. Why? Think about the road you grew up in: There are houses, cars, the street and your neighbours. The houses are built by men that have learned to construct them according to the environmental conditions in which this is possible. The environmental conditions are object of perception, which always depends on the history of perceptions. Houses therefore are a transformation of illusion into physical objects. So are streets. They are illusionary as is everything we think to be conscious about. This might sound pessimistic, but it opens up the door to something big: We might already know everything! How? I think it is behind the curtain. Think about perception like good ol’ Platon: You are watching reflections on the walls of a cave you sit in with your back directed to the entry. You are only able to interpret the moving shadows, which sooner or later become your reality as they are the only option to perceive and participate in your environment. Maybe you will discover certain regularities in the movement patterns which enable you to make some predictions. But do they really? Is truth a statistical issue? Does a 100% probability mean that something is true? What happens to mathematics if they are based on wrong axioms? But anything remains valid as long as it is not proven wrong. Who can challenge the foundations of our collective human believe that there is inherent logic and sense in our surroundings without referring to his own personal reality?
To get back to business: Managers love to move stuff. They are very busy with creating a mysterious dynamic which is meant to demonstrate their active participation in the organisation. Things have to be moved. The direction is often relative, goals only valid as long as collective perception suggests that there is something to gain. There is strong evidence that a big part of managers time is dedicated to agitation- non- directed action. You will ask: but how come they are managers? Their efficiency legitimates them, doesn’t it? There is a reason why they were hired. You assume logic behind human actions.
The interesting point is that organisations survive even though agitation, misconceptions and attention deficits are everyday phenomena. You will say: That is because their competitors are even worse. I say: It is because reality does not exist and there is no way that managers can do the right thing. There is no “perfect solution”. Reality is poly-contextural. Managers can never do the wrong thing. The only things managers can do is creating realities that fit in realities of others; if a manager is successful, he has enough reality- assets in his pocket to assure the important pillars of his managerial reality and world (his bosses and stakeholders) the validity of their views. If you like, it is exactly the same like selling products; it is “reality marketing”. You might not need something but you think you do. You believe. You live in illusions. The others as well. Where do we start? Where do we go? Where do we stop?
I think what we need in organisations is more time to really capture intuitively what reality others are currently in and what sort of problems they are struggling with and of what nature these problems are. Managers would boost they performance by developing empathy and comprehension instead of keeping up artificially imposed distances and the frenzy of wanting to control everything. Probably we all know already what the right thing to do is. We just have to listen…

[Air Jordan shoes]

Things are encounterable, yet unseekable.when i first pay my attention to here i know it deserves my time to read it. Good day ,for my sincere wishes.