Run a stuck problem through all four quadrants
Write one problem down four times — as I, It, We and Its — before you decide what kind of problem it is.
Pourquoi ça marche
People usually classify a problem in the first second ("this is a motivation thing", "this is a process thing") and then only gather evidence from that angle. Wilber’s claim is that every situation has all four aspects at once and none can be reduced to another. Forcing one pass per quadrant interrupts the early classification and makes the evidence from the other three visible before a plan is chosen.
Comment faire
- Write the problem in one plain sentence, for example: "I keep missing my morning workouts."
- I (inside you): what do you feel, believe and tell yourself in the moment it goes wrong?
- It (observable you): what do you actually do, when, and in what physical state — sleep, energy, time of day?
- We (shared meaning): what do the people around you assume or value about this — partner, team, family, friends?
- Its (systems): what schedules, rules, money, tools, commute or environment make it easier or harder?
- Circle the one entry you would not have written without the exercise, and start there.
Données probantes
The four perspectives and the argument that they are irreducible to one another are set out in Wilber’s Sex, Ecology, Spirituality (1995) and restated for general readers in A Brief History of Everything (1996). The one-pass-per-quadrant scan is a direct application of that map; it has not been tested as an intervention. (mechanistic)
No study has compared problem-solving with and without a quadrant scan. The value claimed here is that it widens what you look at, which is plausible but unmeasured.
Sources
- Wilber, K. (1995). Sex, Ecology, Spirituality: The Spirit of Evolution. Shambhala.
- Wilber, K. (1996). A Brief History of Everything. Shambhala.
Erreur fréquente
Filling the quadrant you are good at in detail and writing one vague line in the others. The scan only works if the weakest box gets as much honest attention as the strongest.
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Plus de pratiques pour Using Wilber’s Four Quadrants on a Real Problem
- Find the quadrant you habitually skip
Look back at how you explained your last few problems and notice which quadrant almost never appears.
- Ask each quadrant its own truth question
Check a claim with the test that fits its quadrant: is it sincere, is it true, is it fair and shared, does it fit the system?
- Separate the culture problem from the systems problem
In a team or family problem, split what people share and assume (We) from the structures they work inside (Its).
- Design a habit change with a lever in every quadrant
Back one behavior change with an inner reason, a body-level routine, a supportive relationship and a changed environment.
- Map a conflict one quadrant at a time
Lay out what each side feels, does, believes as a group, and is constrained by, before trying to resolve anything.
- Map a sustainability or community issue the integral ecology way
Look at an environmental or community issue as experience, behavior, culture and systems — and as seen by different people.
- Predict the ripple of a change across the other quadrants
Before you make a change in one quadrant, predict what it will do in the other three, then check.
Concepts associés
- La dynamique spirale, rendue pratique
Comprendre comment les systèmes de valeurs se développent et comment naviguer entre eux
- La théorie sujet-objet de Kegan, en pratique
Passer d'être mené par ses présupposés à pouvoir les examiner
- Terri O’Fallon’s STAGES Model, Made Practical
Twelve stages built from three repeating questions, and how to work with the one you are in
- La pensée systémique
Voir la structure plutôt que les événements — et le levier que cela crée
- Le modèle COM-B et la roue du changement de comportement
Diagnostiquer la capacité, l'opportunité et la motivation avant de choisir une stratégie