Run one inquiry in first, second and third person
Study one question three ways: in your own notes, with the few people directly involved, and through a wider source that none of you controls.
Perché funziona
Reason and Torbert (2001) describe three strategies for action research. First-person research fosters an inquiring approach to one’s own life; second-person research is collaborative inquiry in a face-to-face group; third-person research reaches communities and organizations beyond the group. Their abstract argues that integrating the three voices increases the validity of the knowledge people use in living and acting. Bowman quotes Wilber’s footnote that the inside and outside of the singular and plural “technically are not the same as 1st-, 2nd-, and 3rd-person approaches” (2014, p. 53, quoting Wilber 2006, p. 42), so this practice borrows the research strategy, not the eight-zone map.
Come farlo
- Choose one question you are trying to answer about your work or a relationship.
- First person: keep a short daily note for a week, writing what you notice about the question in your own words.
- Second person: take the question to two or three people directly involved and ask each to describe their view in their own words. Do not defend yours in the same conversation.
- Third person: look for a wider source that is not you or them, such as a shared record, a team outcome or a neutral party, and note what it shows.
- Write down where the three accounts agree and where they do not.
Prove scientifiche
Reason and Torbert set out first-, second- and third-person research as strategies for action research in their 2001 article. Only the published abstract was read, so this page claims only what the abstract states: it argues for the approach and does not report a controlled test of this exercise. (anecdotal)
Only the abstract of Reason and Torbert was read. The mechanism is described in the source but not demonstrated here. Bowman notes that Wilber does not equate inside-outside with first-, second- and third-person (2014, p. 53), so the two maps should not be merged.
Fonti
- Reason, P., & Torbert, W. R. (2001). The action turn: Toward a transformational social science. Concepts and Transformation, 6(1), 1–37.
- Bowman, K. J. (2014). Correcting Improper Uses of Perspectives, Pronouns, and Dualities in Wilberian Integral Theory: An Application of Holarchical Field Theory. Integral Review, 10(1).
Errore comune
Calling the second-person step done after one conversation in which you explained your own view. That step needs the other people’s accounts, in their words.
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Altre pratiche per Integral Methodological Pluralism: The Eight Zones of Inquiry
- Sweep one question through all eight zones
Take one real question and write what an answer looks like from the inside and the outside of each of the four quadrants.
- Describe one experience from the inside, then from the outside
Write what an experience was like for you, then write what someone in the room could have observed, and keep the two accounts separate.
- Match the method to the question before you gather anything
Before collecting data, decide what kind of question you are asking, so a question about meaning is not answered with a count.
- Find the empty zone in an explanation you already hold
Check one explanation you rely on against all eight zones, so the boxes it says nothing about become visible.
- Examine two conflicting views in context before deciding
When two views of the same thing conflict, name what each one is looking at before deciding which one is right.
Concetti correlati
- Ken Wilber’s Integral Theory (AQAL), Made Practical
Five elements for catching what your view of a situation leaves out, held as a map rather than a truth
- Using Wilber’s Four Quadrants on a Real Problem
Eight ways to put the I, It, We, Its map to work on a problem you actually have
- First, Second, Third and Fourth Person Perspectives
How the number of viewpoints you can hold grows, what the research does and does not show, and how to practice it in a real disagreement
- States vs Stages of Consciousness: Wilber, Combs and O’Fallon
Why a powerful experience and a lasting change are different things, and how each one grows
- Torbert’s Seven Action Logics of Leadership
Seven ways leaders make sense of pressure, how common each is, and how to work with your own