Change

1 Change is a process, not a conclusion.
1.1 It is a process of replacement, in which accepted truths give way to new truths.
1.1.1 This process begins with the seeking of truth.
1.1.2 You must accept the existence of truth before you can understand it.
1.1.2.1 With the acceptance of truth comes the acceptance of falsity.
1.1.3 You must experience truth before you can master it.
1.1.4 The finality of “mastery” is a deception; it is a step in the larger process.
1.1.5 Over the course of time, these new truths become so ingrained in our mentalities, that they become like nature. True mastery is unconscious.
1.1.6 As new truths replace the old, they become the premises of self-governance. This creates cognitive dissonance with old logic, requiring further corrections which lengthen the process of change.
1.1.7 Change is a healthy cycle of seeking and forgetting, it is an integration of the world’s lessons into our mindset.
1.2 “Changing the world” is the process of changing individuals applied on a large scale.
1.2.1 The world, as we perceive it, is a collection of accepted “truths.”
1.2.1.1 From these truths, our institutions are forged.
1.2.1.2 Accepted truths can be completely false. The distinction here is in the meaning of “acceptance.” Understanding the difference is crucial.
1.2.1.3 Ideally, change is the process of replacing accepted falsehoods.
1.2.2 Before anyone can truly begin the work of “changing the world,” they must master the process of change within themselves.
1.2.2.1 One must understand the micro before understanding the macro.
1.2.2.2 The beauty of self-governance is that it applies to both dimensions.
1.3 Stagnation is the greatest barrier to change.
1.3.1 When the collective suffers, the individual suffers. When the individual suffers, the collective suffers. At it’s best and worst, the relationship between the self and the community is symbiotic.
1.3.2 Stagnation is the result of institutional dysfunction — not only in the processes of governance, but in the institutions of our minds.
1.3.2.1 Dysfunction is a necessary byproduct of accepted falsehoods and the cognitive dissonance created by change. Through this dysfunction, falsehoods are exposed.
1.3.2.2 As we come to understand the process behind the decision-making, our ability to recognize these falsehoods increases.
1.3.2.3 In order to understand the decision-making process, we must understand the mindset behind the decision.
1.3.3 When a person forgets as a means of reconciling cognitive dissonance, they create stagnation within themselves.
1.4 The scope of logic expands with the number of variables involved.
1.4.1 Accepted truths are ingrained institutionally, which complicates the process of correcting logic constructed upon falsehoods.
1.4.2 In the macro scale, the processes of law-making and justice are two of the most definitive, because they shape societal institutions.
1.4.3 At the center is a question: how strongly do these institutions shape our mindset, and how strongly does our mindset shape these institutions?
1.4.4 Institutions can steel themselves against the influence of prevailing mindsets. To a certain degree this is necessary, but the key is maintaining balance between functionality and inclusivity.
1.4.4.1 An uncommitted mind can be just as dysfunctional as a closed mind.
1.4.5 The logic of decision-making is an exercise of the institution of the self and/or the collective.
1.4.5.1 Never underestimate the power of self-deception, no matter how small the lie.
1.4.5.2 When logic starts from a conclusion and works backwards, it is only useful for dissecting nuances because you can only prove what you already accept as true.
1.4.5.3 Logic is dangerous when it operates under false premises.
1.4.5.4 Dichotomies present false choices more often than not.
1.4.5.5 When we seek conclusions, rather than seeking truth, we become more prone to accepting falsehoods.
1.4.5.6 Context is always more useful than a conclusion.
1.5 Everything that is, is the result of a change.
1.5.1 Change is the power of creation and destruction, wrapped into one.
1.6 The goal is not merely change, but ultimately transformation.
1.6.1 Changes themselves can be quite small in nature. Transformation is the sum of numerous smaller changes.
1.6.2 What we consider “optimal” shifts over time. Our views are shaped by experience, and understanding that experience is key to understanding the decisions being made.
1.6.3 When cognitive dissonance becomes noticeable, the process of transformation begins in earnest.
1.7 Perfection does not simply fall out of the sky. It is a logical construct, an unattainable standard useful only as a measurement.
1.7.1 The world contains too many variables to produce perfect outcomes.
1.7.2 Perfection, as a concept, cuts both ways. On one hand, it helps to inform our needs. On the other hand, the desire to find perfection often blinds us to basic truths.
1.7.3 Transformation is a product of need, not of desire.
1.8 Individuals cannot force change, only catalyze it.
1.8.1 We are all informed by experience; not in isolation by ourselves, but through our interactions with one another.
1.8.2 Life is a lesson, and what we learn from that grand lesson sculpts the world we will inevitably leave behind.
1.8.3 There is no right or wrong answer, only decisions which are either productive or counter-productive.
1.8.4 Change and transformation are neither inherently positive or negative.
1.8.5 Transformation is the ultimate expression of individual and collective willpower.