Holistic healing or spiritualism? pt 2

Part 2

Holistic Healing or Spiritualism?

The 108 Principles

2www.twoworldswisdom.org [email protected]

Origin of the 108 Wisdom Principles

The 108 Wisdom Principles have their origin in the perennial wisdom—the collective wisdom of humankind since the beginning of life. This wisdom has come down through the ages in various religions, traditions, and

schools of philosophy.

The perennial wisdom studies what is. It seeks to understand the structure and operation of the cosmos. It is interested in discovering and applying spiritual laws and principles in our material dimension.

Some of the 108 Wisdom Principles are stated as laws—if A then B—and some are stated as principles of relationship. Both contribute to a better understanding of That Which Is.

Mastering the 108 wisdom principles helps you master your destiny. By working with the universe rather than against it, you can manifest your intentions, create your preferred reality, and invent your future.

Nobody owns the 108 Wisdom Principles we have distilled for the Two Worlds Wisdom School—they belong to all of us and none of us. Because of this, we retain our right to use them and freely share them via a

Creative Commons Deed.

cc

1

2013 Wisdom Gathering

September 9-11 in Boulder, Colorado

at the COLORADO CHAUTAUQUA

Two World’s Wisdom is still active.

Adventist Today Magazine May/June 1994

Florida Hospital Celebration Health

The National Conference on Innovation

Hosted by the Ohio Conference of Seventh-day

Adventists

The National Conference on Innovation

The Hope Tree

Spirituality and Healthcare:A Candid Talk About Possibilities

Interview by Bonnie J. Horrigan Photography by McCory James

Leland R. Kaiser, PhD, is the founderand president of Kaiser Consulting, ahealthcare consulting firm located inBrighton, Colorado.

“The only limitation you will ever face is the limitation ofyour own consciousness. Although at first you may find ithard to accept—all personal, professional, and organiza-tional limitations are self-imposed. What appear to be eco-nomic, political, and social barriers facing the organizationare in fact limitations of organizational consciousness.”

—Leland Kaiser

Leland R. Kaiser, PhD, is founder and pres-ident of Kaiser Consulting, a healthcareconsulting firm in Brighton, Colorado. Heis also a cofounder of the Kaiser Insti-

tute, an advanced fellowship program for healthprofessionals, and a cofounder of the SpiritualLeadership Institute, an organization that teachesspiritual values to healthcare professionals. Aprolific author and prominent educator, Dr. Kaiserhas authored more than 200 monographs, jour-nal articles, and videotapes, including the train-ing manual Mapping Your Future: A LifeworkPlanning Guide.

Dr. Kaiser holds an appointment as AssociateProfessor Emeritus in the Executive Program inHealth Administration, Graduate School of Busi-ness Administration, University of Colorado at

Denver. His previous professional experience in-cludes work as a hospital administrator, trustee,research and development director, graduateprogram director, and professional psychologist.Dr. Kaiser holds master’s degrees in clinicalpsychology (University of Colorado, 1961) andmedical care administration (University of Pitts-burg, 1963) and a doctoral degree in highereducation and social psychology (University ofDenver, 1975).

Known for his ability to change the wayorganizations think, Dr. Kaiser is a recognizedfuturist and acknowledged authority on theAmerican healthcare system. EXPLORE inter-viewed Dr. Kaiser at his offices in Brighton,Colorado, in August 2004.

EXPLORE: You are very involved withteaching spiritual values to healthcare exec-utives and practitioners through The Spiri-tual Leadership Institute. You are also what Iwould call a “change agent.” But as a meansfor change, why choose spirituality?

LELAND: All problems, traced to theirroots, are spiritual problems. They will yieldonly to spiritual solutions. And, spiritualityis the most potent change modality availableto people, organizations, and communities.Put these 2 ideas together and a new option

VOICES

49© 2005 by Elsevier Inc. Printed in the United States. EXPLORE January 2005, Vol. 1, No. 1All Rights Reserved ISSN 1550-8307/05/$30.00 doi:10.1016/j.explore.2004.10.008

Leland R. Kaiser, PhD

suggests itself—the formation of an institutefounded on spirituality and spiritual changemethodologies. The Spiritual Leadership In-stitute is an effort that a number of us beganin 1996 to teach core spiritual values tohealthcare managers. Most healthcare man-agers have a marketplace orientation. Theyunderstand how to be successful in theworld of business and how to make moneyoperating hospitals. However, a big con-sciousness piece was missing. Dan Wilford,then president of Memorial Hermann Hos-pital in Houston, Texas, felt that conven-tional management methods were failing toaddress the importance of spiritual values inthe operation of healthcare organizations.So, he called in some other folks to help andformed the Spiritual Leadership Institute toexplore how spiritual leadership could be-come a catalyst for change in personal, orga-nizational, and community life. I am a fac-ulty member of that institute.EXPLORE: Tell me about the role of con-sciousness in contemporary healthcare.LELAND: You see, when everything is re-duced to its most fundamental level, thereis only consciousness. Consciousness isthe bedrock of the universe. Space, time,energy, and matter are forms taken by con-sciousness. Consciousness exists indepen-dent of a brain or nervous system. Thebrain does not produce consciousness. Itacts as a valve, conductor, and limiter ofconsciousness. Consciousness, in turn, isconfined by the mental model in use.

Contemporary healthcare is a collectivemental model based on competition, scar-city, and profit. It is a limited model andwill not significantly improve the healthand well-being of our population, regard-less of how long or hard we try. We need anew mental model based on abundance,the pursuit of wellness, potentiation ofpeople, community collaboration, and as-sumption of personal responsibility. Untilwe adopt such a model, things will getworse even though we are spending moreand more time and money trying to makethings better.EXPLORE: So what do you teach health-care managers about problem solving?LELAND: As Einstein said so well—theproblems generated by a paradigm cannotbe solved within that paradigm. It does notmatter how much money you spend or howhard you try. Witness current American so-ciety. Spending more on medical care doesnot create a healthier population; building

more prisons does not significantly reducecrime; funding larger welfare programs doesnot make families more independent;spending more money on education doesnot result in more literate graduates; andbuilding more churches has not resulted in amore spiritual America. We try to solve ev-erything too far downstream. This is the pri-mary reason that the Kaiser Institute is work-ing in the arena of integrative medicine. Thewhole idea is to design out disease, not treatmore of it. But you can’t design out diseaseunless you go upstream to the place wheredisease is being generated.

“You have to dealwith the causalagents and thesupportive structuresthat hold disease inplace.”

How to pay for the cost of healthcare?Well, you can’t solve it at this level. Wedon’t have the money to solve it. But ifyou go upstream, it is solvable. So the ideais to move the locus of problem solvingfrom where it is now to before now. Youhave to deal with the causal agents and thesupportive structures that hold disease inplace. You have to deal with causal ele-ments, not their effects. Unfortunately, allthe big bucks being generated in health-care come from treating disease, and thecorporations generating these profits havelittle incentive to change the conscious-ness of their customers.EXPLORE: So how would you begin tochange it?LELAND: To transform anything, it mustbe viewed in its completeness, its related-ness, and its connectedness to the uni-verse. You must understand how it is em-bedded in its causal network, ie, what itsupports and what supports it. Any per-son, object, or event stands in relationshipto everything in its past, present, and fu-ture, and you can transform anything byaltering these temporal relationships.

Often, the easiest way to change thepresent of a healthcare organization is tochange its future. Generating a powerful

vision of the future of the organizationfeeds back energies that alter the way peo-ple act in the present because their behav-ior begins to conform to requirements ofthe new vision. We also see this phenom-enon in psychotherapy, a change in theway a person views his future feeds back-wards to alter his present.EXPLORE: Tell me more.LELAND: Many things can best be trans-formed by creating a point of interventionseveral systems levels removed from wherethey are manifesting. A good examplewould be altering a physician’s practice be-haviors. If you change the economic con-text of the physician’s practice (how youreimburse care), you will change the phy-sician’s practice behaviors without evertalking to the physician. It is a great ironythat you can transform many things byleaving them alone and simply changingthe context in which they exist. Pay physi-cians to provide preventive care to theirpatients, and they will provide preventivecare. This is not so much a problem oftransforming the doctor’s mind as trans-forming the economic context in whichhe or she practices medicine.

I spent over 30 years at the University ofColorado teaching a course called GeneralSystems Theory, which views the universeas a system, within a system, within a sys-tem. . . . It is essentially a course in how tothink system. The systems orientation sayslook behind any problem and see whatsupports it and then change the supportnetwork.

As a college professor, I helped my stu-dents gain a larger understanding of whatthey are looking at, whether that’s a pa-tient who’s in trouble or an institutionthat is having difficulty or a communitythat’s struggling. As I said, most problemsare not solvable if you look at the here andnow. But if you look earlier, they are solv-able. This means that design is the ulti-mate human science and ultimate humanart. There is nothing above design,whether you are talking about designing aplanet, which we are beginning to do now,or designing a hospital or an integrativemedicine program. The real question is:How do you design a human being and ahuman being’s environment so that youdesign out disease and disability, and de-sign in potentiation?EXPLORE: Potentiation, now that is aninteresting word.

50 EXPLORE January 2005, Vol. 1, No. 1 Voices

LELAND: Potentiation is really where Iam going as a healthcare strategist. The jobof medicine is to help people live longerand better. If you get sick, the systemshould take care of you, but the point ofmedicine is not to take care of sick people.I keep telling hospitals that they are not inthe sickness business. Of course, hospitalsshould do that, but we should have lessand less sickness and more and morehealth. So to me, the question is: What arewe here for? We should be designing ahealthy planet, a healthy community, ahealthy organization, and a healthy life.

This new millennium may well be a pe-riod of time unlike any other witnessedupon this earth. When planetary evolu-tion reaches the point where a life formcan redesign its genetics consciously, itchanges the evolutionary status of theplanet forever. That is the breakpoint andthe breakthrough. This is where nothing isever the same again. This is the time whenhumanity collectively can achieve its fullpotential.EXPLORE: Given this possibility, whatshould healthcare organizations be doing?LELAND: They should be integrating sci-ence, spirituality, and business. Theyshould bring clinicians, healers, and fi-nance people to the same table, with ev-eryone speaking the same language andrecognizing the power of curing as well ashealing. They should merge high-tech,high-touch medicine, combining the bestof allopathic and complementary modali-ties. They should teach all employees corespiritual values that complement currentmarketplace values. They should developcase conferences for every patient.

For example, in orthopedics, case con-ferences would have everyone around theconsulting table who could conceivablyhelp the patient, from the orthopedic sur-geon to the massage therapist. The ques-tion is very simple: Who can help this pa-tient? The treatment plan should bemultidimensional. I am absolutely con-vinced that the medicine of the future hasto be done this way. You have to havepractitioners working together at the phys-ical, etheric, emotional, mental, and spiri-tual levels of the patient. You must prac-tice multidimensional diagnosis andmultidimensional intervention.

Also, every hospital should have a work-ing relationship with the public schools.Mid-Columbia Medical Center in The

Dalles, Oregon, is currently doing this.They have worked collaboratively with thepublic school system to create “OurSchool.” And it’s working. They havelearned that many children with educa-tional handicaps can be helped signifi-cantly by building the educational envi-ronment around the needs of each child.

In other schools, equine therapy hasdemonstrated its value for ADD chil-dren. The energy field of a horse, or anylarge mammal, vibrates at a much lowerlevel than the human energy field. Sowhen the ADD kid gets on the horse, hisenergy drains off into the horse. Here’sthe fascinating thing. It also acceleratesthe evolution of the horse because it rep-resents a high-frequency response. So

the child gets rid of the energy, and thehorse picks it up. Once the energy hasbeen drained off, the child forms anemotional bond with the horse, and thehorse forms an emotional bond with thechild. And there are many places youcan go from there.

I think interspecies cooperative therapyis going to blossom in the future, whetherit’s working in water with dolphins orequine therapy. So rather than giving chil-dren Methylphenidate (Ritalin) or someother drug to dumb them down, why notdrain off the energy into another naturallife form? We don’t have a controlledstudy yet, but we believe that you can helpat least half of these children, and fiftypercent is not bad.

Known for his ability to change the way organizations think, Dr Kaiser is a recognized futuristicand acknowledged authority on the American healthcare system.

51Voices EXPLORE January 2005, Vol. 1, No. 1

EXPLORE: To change the subject—theKaiser Institute has been teaching an Intu-ition Fellowship for several years. Why didyou choose intuition?LELAND: About 6 years ago, we asked:What new fields of inquiry are emerging inhealthcare? What pioneering areas needexploration and help? Our first answer wasintegrative medicine, so that’s where westarted. Then, a couple of years later, wedid another scan and discovered thatmany people could use help calling upontheir intuitive power and developing intu-ition both in terms of clinical diagnosisand management. So we developed an in-tuition program. On our last scan weasked: What else remains to be done? Wethen discovered philanthropy as a sleep-ing giant in healthcare. So we have devel-oped a fellowship program in philan-thropy, as well.

“Thetransformationalleader must be ableto generate highmental velocities inthe organization andthen create neworganizational formsto capture andexpress theseenergies.”

The question I always ask is: What istrying to happen in our culture, and howcan the Kaiser Institute help it emerge?This is a better strategy than trying tomake something happen that does notwant to happen. It is better to go with thewaves of transformation than push againstthem. In that sense, we scan the ocean andbecome surfers of the waves of possibility.EXPLORE: How do help someone de-velop his or her intuition?

LELAND: One of the things we use iscalled the “jaw-dropping experience.” FirstI make sure the intuitive knows nothingabout the Fellow, and, then, the intuitivedoes a reading. For many of the left-brained types, their jaws drop. They say,“There is no way anyone could know whatthat person just told me. It is not possible.I haven’t even told my mother thosethings!” We say, “This is what we are talk-ing about—that is the power of intuition.”

There are certain things you have to doto access intuition. One of them is to haveintent. You have to want to tap into yourability to respond to subtle energy andsubtle information. So we give the Fellowsa whole set of exercises and practicesessions.

Let me offer an example. For the aver-age person, it’s hard to say, “Why don’tyou learn Zen meditation and then prac-tice for the next twenty years to developyour intuitive powers.” So we employ ahigh-technology device called Proteus,which is a little computer with goggles andheadphones. We start on the beta fre-quency, where the conscious mind oper-ates. Then we go to alpha. When the flash-ing light and sound go to alpha, the brainhas no choice. It goes to alpha. Oncewe’ve been in alpha for a while, the com-puter kicks in to the theta band. This iswhere a lot of intuition takes place. Thebrain begins producing theta waves in re-sponse to Proteus and the person beginsseeing images and developing intuitiveimpressions. Then, depending on ourtraining program, we may kick down intodelta. That’s where out-of-body experi-ences and other wonderful things occur.So it does not take years of practice tobecome more intuitive. Of course, Proteusdoes not generate all the benefits that 20years of Zen meditation would yield, but itoffers a quick way to prime anyone’s intu-itive pump. So we combine high-tech andlow-tech modalities to teach meditation,develop intuition, and conduct healingsessions.EXPLORE: The students receive healingsessions?LELAND: Yes, and we also do life coach-ing. Because our class seldom exceedstwenty Fellows, we have the ability towork on a one-on-one basis with all of ourstudents. As a result, we get life-changingresults. Subtle energies pass from ourteachers to our Fellows. A teacher who can

function at a high level actually creates aresonance with her students. We find thatour students become more intuitive justby being around other people who are in-tuitive. But we are also careful to honorour students left hemisphere skills as theydevelop their right hemisphere intuitivepowers. In addition to asking how does itfeel, we want our Fellows to consider all ofthe other evidence that may be availableto them, including linear thought andhard data analysis.

Graduates often say, “You’ve changedmy life.” And we say, “Good. That’s whyyou were here. You have new spiritualpowers. Now go out and do some goodthings with your new abilities.”EXPLORE: I know you are also interestedin transformational leadership. Tell me alittle about that.LELAND: This next semester, at the Uni-versity of Colorado, Heidi and I will be ateam, teaching a course in transforma-tional leadership, which is really an exer-cise in applied spiritual alchemy. We willprovide instruction on transmuting an or-ganization from its traditional limitedform to a more advanced, inclusive, andnonconventional shape. This kind ofmetamorphosis requires a transforma-tional leader who can use spiritual powerto accomplish the work that needs to bedone. There are many kinds of power.One kind is power over another person.That’s the most common type—it’s con-trol orientated and ego orientated. I have aposition, I have the status, and I’ll tell youwhat to do and you will do it. Then there’sanother kind of power, which is reallypower with, not over. This kind of leader-ship says, “I want to release the power in-side you. I want to empower you to workwith me to get the job done.”

The third kind of power is spiritual ortransformational leadership. This is lead-ership in which both the leader and fol-lower are empowered by a shared symbolsystem or set of spiritual metaphors. Theybecome fellow travelers on the path. Theyenrich each other as they travel together.So the follower is viewed not only as afollower but also as a teacher of the leader.

Transformation means to change thestructure of a thing, to advance it to amore evolved form. The 2 major dimen-sions of any organization are energy andform. The transformational leader mustbe able to generate high mental velocities


in the organization and then create neworganizational forms to capture and ex-press these energies. The job is to create anorganization that responds to subtle andhigh energies. With this kind of leader-ship, fear and control are no longer neces-sary because people aren’t playing egogames. The organization has become agroup of people who honor each other,travel together, and try to do the best jobthey can. That really changes the way theorganization functions.EXPLORE: Is a transformed healthcareorganization more competitive?LELAND: I tell hospitals they shouldnever have enemies in the competitivemarketplace; they should only have allies.I want each hospital to convey to its com-petitors that they are not out there to de-stroy them, steal their patients, or putthem out of business. All providers in acommunity should work collaboratively.There is more than enough work to do,and it should be done cooperatively. Thecontinuum of interorganizational rela-tionships consists of the stages of compe-tition, cooperation, collaboration, and, fi-nally, unity. I want to move all healthcareproviders toward a unity perspective. Sothe answer to your question is that a trans-formed organization pursues excellenceand works collaboratively with all of itscompetitors. Since it is world class, it ismore than competitive, although it doesnot seek to be so.EXPLORE: I know you are also a facultymember of Estes Park Institute. What isEstes Park Institute?LELAND: Estes Park Institute is a premiercontinuing education organization forhospital medical staffs, boards, and CEOs.These people come together to learnabout emerging issues in healthcare andhow to better operate their institutions. Ialways include in the Estes Park Instituteprogram, topics that deal with spirituality,both as a management philosophy and asa treatment modality. We often have spe-cial sessions on integrated medicine andpreventive healthcare. As a faculty, we tryto raise the consciousness of ourparticipants.

I often ask hospital CEOs, “How manytimes last year when a competitor got introuble, did you send them money?” If thehospital across town is going broke, youshould say, “I’m sorry about what is hap-pening to you. We value your contribu-

tion to our community. For whatever rea-son, we’ve had a very good year, so we arecutting you a check for 5 million dollars.Take it. I hope it helps.”EXPLORE: Has anyone ever actually sentsuch a check?LELAND: Not yet, as far as I know. Butyou see, I want to confront our folks withan alternative to their usual business prac-tices. I want them to think about applyingthe Golden Rule. I want them to imaginewhat it would feel like to be their brother’skeeper. Although this idea might seemrather impractical, I have seen versions ofit exercised in Jewish communities. It isnot beyond the range of human possibil-ity. What’s more, following it would cre-ate a high level of abundance with enoughresources for everyone. It is hoarding re-sources that create scarcity in thecommunity.

This idea is really quite simple: We areall traveling together. At a basic ontologi-cal level we are One. Am I going to get introuble or are you going to get in trouble?Do we ever know? Does it really matter ifwe have a covenant to take care of eachother? I’ll take care of you and you willtake care of me—that’s a better way of be-ing in the world instead of acting as pred-ators when one of us gets in trouble.

Think what would happen if all of thecommunity hospitals got together andsaid, “Together, we have a covenant rela-tionship with our community. We need toshare our resources to make sure everyoneis served. Under the laws of the land, wemay have to run competing heart centers,but we certainly don’t have to compete oneverything. Let’s establish zones of collab-oration and stop wasting money fightingeach other.” If we tried this simple idea,within 1 week, 50% of the healthcareproblems in most communities would besolved. The big problems we face, thatseem unsolvable, are all caused by limita-tions in consciousness.

We actually waste more resources thanwe need to fix our access problems. Someyears ago, I watched 2 hospitals, engagedin a senseless legal battle, spend moremoney than it would have taken to treat allthe sick people in the community for acouple of years. And that was just 2 hospi-tals in 1 legal battle. More money wasspent in attorney’s fees than was needed topay for the uninsured care. This is not aneconomic problem or a legal problem—it

is a problem in human consciousness pro-duced by an ego-dominated, separatist ori-entation.EXPLORE: So you think most of ourproblems in healthcare and human ser-vices are consciousness problems?

“. . . the only thingyou ever have tochange isconsciousnessbecause, when youchangeconsciousness,everything elsechanges.”LELAND: Yes, the only thing you everhave to change is consciousness because,when you change consciousness, every-thing else changes. Here’s the tragedy: Wedon’t need more money. We don’t needmore legislation. We don’t need anychange in Washington whatsoever. All weneed are a group of people in the commu-nity who say, “We should work with eachother.” That’s all it takes.

Either you operate your institutionsfrom a spiritual basis or you don’t. If youoperate from a spiritual basis, you designout a lot of problems. If you don’t operatefrom a spiritual basis, there is no way to fixthe problems you generate. More prisons,more welfare, greater gaps between thehaves and the have nots—you can go downa long list. But look around. We are spend-ing more and more money, and things arenot getting better. At some point, we needto wake up and say, “Maybe there’s a mes-sage here in all of our troubles?”EXPLORE: How do you change con-sciousness? It’s not that easy.LELAND: We do several things. For in-stance, the average hospital retreat is regur-gitation of service statistics plus golf. Whatoccurs is that board members, managers,and a few selected physicians come to-gether in a retreat to “urp up” all the stuff


they’ve been doing the past year. This isusually referred to as the financial reportand the administrator’s report. Whenthese are finished, the next question is,“When do we get to golf?”

Wouldn’t it be fascinating if we ran ahospital retreat that had a vision quest, ora sweat lodge, or a drumming circle? So toanswer your question, you have to dosomething outrageous to change con-sciousness. More of the same won’t do it.

When I work with new Fellows cominginto Kaiser Institute, we do outrageousthings in such a way that the Fellows expe-rience major cognitive dissonance. Wewant them to ask, “Where have I been allmy life? How come I never saw that wholeuniverse before?” We use activities thathave shock value, something they havenever done before that puts them into anunfamiliar and sometimes scary place. Icall it unplugging from the matrix.

Once we have our Fellow’s attention, soto speak, we determine a course of spiri-tual practice that would be appropriate foreach individual. We also do body workand healing work. For instance, one of ourfaculty members recently performed anumber of energy healings on Fellowswho had suffered damage to their subtlebodies. In addition to the healing re-ceived, each Fellow became more attunedto the presence of subtle energies. Thepoint, of course, is to get each Fellow to aplace where he or she can open new door-ways in consciousness. So each student is achallenge for us. We look at each one andask, “What isn’t working? What needs towork?”

At Kaiser Institute, we also pay atten-tion to our learning environments. I keeptelling folks, the shape of the room influ-ences the outcome of the meeting. When Isay this at a board meeting, I always get asurprised look from CEOs and Trustees,like you’ve got to be kidding. But youcan’t get extraordinary leaps of conscious-ness in a square room with fluorescentlights and no windows. As any indigenousshaman will tell you—it is not going tohappen in the usual places. We are all veryresponsive to our environments and ahighly restricted environment preventshigh-level outcomes. That is why we oftenuse circular rooms or circular seating.

In a circle, you can’t get away from theenergy, so we take them into a kiva under-neath the ground. They come in on the

ladder, hoping no one sees them, ofcourse. There’s very little light, justenough so people can see where they aregoing. Then a native flutist performs, and,sometimes, we have a dancer who will takethe energy and portray it as motion. This isessential stage setting. Once we achievesome unity consciousness, we are ready totackle the agenda.

Can you imagine starting your boardmeeting this way? You’d have a very dif-ferent outcome. It’s interesting because,when people tune in, you can feel the en-ergy start to move. And if you are sensitiveenough, you can actually see a column orwave come right out of the top of the kiva.When the energy becomes intense, itchanges the energy bodies of everyone inthe room. They are suddenly able to doand understand things they have neverdone or understood before. It’s a little likemagic to witness this happen.EXPLORE: I’ve seen this work manytimes. In fact, we do this type of thing atour editorial meetings because it changeswhat happens and what can happen.LELAND: Yes, because everything in theuniverse is conscious. In fact, space, time,energy, and matter are simply forms takenby consciousness. Because of this, theycan be altered by consciousness.

The universe is a manifestation of con-sciousness. It is unbounded and can as-sume any form you give it. It emerges froma vast Plenum known as All That Is. Withinthe Plenum, there is a pressure toward themanifestation of its infinite possibilities.These possibilities are latent. To becomemanifest, they must be intuitively imag-ined by a conscious being and theninvoked.

By developing your intuition, you enterthe Plenum. You can learn to recognizelarge emergent patterns and volunteer toincarnate them through your personal andprofessional life. By becoming a willingvehicle for their manifestation, you an-chor the possibilities in this dimensionand give them a node for expression.

Your job as a professional is to improvethe world you live in by making implicit,preferable possibilities, explicit realities.What we lack most in healthcare today isthe inspired intuition that would enable usto create alternative healthcare realities. Inthese realities, we could design-out mostof the problems we are currently trying,rather fruitlessly, to solve.

EXPLORE: I like to talk to people abouthow they visualize the universe, and Iknow that you often talk about the differ-ent dimensions of existence. Would youtouch in on this subject and its relevancefor contemporary social problems?LELAND: Scientists tell us there are 10dimensions that can be demonstratedmathematically. I suspect there’s probablymore than that—the universe is a big place.I know about 7 of the 10. I will brieflydescribe them.

The First Dimension is the point oflight. It is called the point without dimen-sion, and it’s the beginning of creation.The scientist would call it the big bang.The religious person would say, “Godspoke and it stood fast.” But it’s the begin-ning of the creation epoch. There are var-ious creation epochs throughout themany universes. Within each point oflight are the inherent potentials for thatcreation epoch. It’s called a quantum field,and it has within it everything that thecreation epoch can be. So it’s a point ofpure possibility within no limitations.

That light, for reasons the Kabbalaand other wisdom schools can help usunderstand, wanted to experience itself,so it extended itself. That creates a line,the Second Dimension. That’s lengthand width. It’s laying the parameters ofcreation because, beyond the bound-aries of creation, there is no time orspace. There is no condition. Time is acreation. Space is a creation. Conditionis a creation. So the line begins to createboundaries in creation.

What happens is that the line gets ad-venturesome and decides to explore a newdirection. It performs a 90° angle. Thatcreates height and volume. It creates theThird Dimension we live in. It creates the6 directions—north, south, east, west, up,down—in which the creation epoch willtake place. All the medicine circles are laidout this way. The 4 primary elements—earth, fire, air, and water—come into beingsomewhere between the Second andThird Dimensions.

Any dimension is also filled with atype of consciousness. It’s a time-spacecoordinate, and the higher the dimen-sion, the more inclusive the conscious-ness. In the Fourth Dimension, the lineagain goes in a different direction, creat-ing what we call throughness. It’s not up,


down, or around. It’s through. In athroughness dimension, here is there,and now is then. It is nonlocal.

We know that all of creation is con-nected, and, if you change somethinghere, there is something connected to itover there that changes at the same time. Itmay be thousands of light years away, butit still changes because there is no distancein the Fourth Dimension. The Fourth Di-mension is the vibratory realm of emo-tions, also known as the astral plane anddream band. All feelings manifest as reali-ties in the Fourth Dimension. It’s wherethe Near Death Experiences (NDEs), NearBirth Experiences (NBEs), and many ec-static states take place.

The Fifth Dimension consists of purethought. When you are in the Fifth Di-mension, you have no body. You have nofeelings either. It’s pure, abstract thought.Plato called it sacred geometry. Pythagorastalked about the divine ratio. It’s where allthe thought forms dwell and where all theAkashic records are located. It’s where allknowledge comes together. Everything isknown, and everything in the creation ep-och is present.

The Sixth Dimension is the first spiri-tual band. When the spirit comes downfrom the Seventh Dimension, it beginslinking into the lower dimensions be-cause, from a vibratory point of view, itcould not enter the lower dimensions di-rectly without disrupting them. So theSixth Dimension is matter in its highestvibratory form. It’s you at your very high-est level of expression. So it’s really a trans-fer point, and it’s where the where the soulis and where the soul covenant takes place.

The Seventh Dimension we call theheaven world. It is where Spirit dwells. It’swhere everything begins. It’s where thepoint of light emerges from inexistence toexistence. It is the realm of first causes.EXPLORE: And how can we use this in-formation in our lives? How can we use itin healthcare?LELAND: We are in the Third Dimen-sion, but, by an expansion of your con-sciousness, you can enter all 7 dimensions.We teach people to ascend the dimen-sions in order. Start with the Third Di-mension, where your body is. Now relo-cate your consciousness into the Fourth.The Fourth permits a lot of enhancedfunction that you can’t get any other way.It’s the seat of the emotions and intuition.

It’s compassion. The wisdom schools arelocated in the Fourth Dimension.EXPLORE: Is prayer in the Fourth? Be-cause I was fascinated in one of your arti-cles where you said that prayer can accom-plish more than all the work in the world.LELAND: Absolutely. In the Fourth Di-mension, everything manifests instanta-neously. That’s also the problem with theFourth—there’s no resistance. If I am in theFourth Dimension and visualize a home,it’s there just like that. There’s no labor, nocontractor, no drawings. It’s instanta-neous. But, if everything is instantaneous,you have a problem on your hands. Youcan only develop capacity if you have re-sistance. So what I teach people is that younever leave the Third Dimension untilyou die. What you want to do is to main-tain residence in the Third but use yourfourth dimensional perspective to healyour patient. His body is in the Third Di-mension, but the rest of him resides in thehigher dimensions. So wouldn’t it be niceto commune with his soul or spirit andgain further insight concerning his medi-cal problems.

Let’s say that you are a hospital admin-istrator or a physician and that’s whereyou want to function. But you are alsomultidimensional, and you can take theinsights from the other dimensions andbring them right into your workplace.

Think about it this way: The universe isactually a vast collection of energy fields,and, if you can resonate with an energyfield, you can exchange intelligence withit. You can explore the collective uncon-scious or Jungian archetypes. You can ex-plore anything you can resonate with. Youcan develop multidimensional percep-tion. This takes you way beyond the limi-tations of our Third Dimension.

My belief is that the seeds for evolution,the things we need to do, are sitting in theenergy fields right now. What we need todo is to create receptivity for them. Forinstance, if you want to create an inte-grated medicine program, that knowledgealready exists. You simply must create re-ceptivity for it, for the knowledge to flow.If you create the appropriate receptivity,then the people, the dollars, everythingyou need appears. That is the secret ofmanifestation. Everything is always here—can you access it?

The key is attunement—it’s alignment,

it’s creating the situation. When you cre-ate the appropriate conditions for mani-festation, manifestation occurs.

So the thing I love about spirituality isthat it is an inexhaustible reservoir of un-derstanding. Our whole struggle is reallynot to discover knowledge; our wholestruggle is to come into alignment with it.Our prejudice, our bias, our nonreceptiv-ity, our egotism is what keeps us fromknowing.EXPLORE: Give me a practical example.LELAND: How do you get healthcare topeople in your community? All the capa-bility is already there. You don’t need oneadditional dollar or one additional person.You don’t need one additional institution.The answer is right there. But you have tohave the consciousness to accept it.

Don’t build more prisons. Have lesscrime. Don’t build more hospitals. Haveless disease. It would take a lot less money,and people would be a lot happier. Butfirst a fundamental shift in consciousnesshas to occur.

Sometimes you can sense this energeticshift. We were in a session at Kaiser Insti-tute when we felt the temperature of theroom change. It was very subtle, but it wassuddenly very cool, like a cold draft hadblown through the room. In fact, we werewitnessing a physical phenomenon thataccompanied a change in the energeticstate of one of our Fellows. The manwas experiencing a breakthrough inconsciousness.

It’s just like that wonderful statementthe Buddha made when his disciple askedhim, “How are you different from otherpeople?” And Buddha said, “I’m awake.”He didn’t say, “I’m the author of Bud-dhism.” He said, “I’m awake.”

Our students will tell you that havingthese breakthroughs are life-changing ex-periences. Now, wouldn’t it be nice to beable to share these with as many people aspossible? The most discouraging thing,the ultimate spiritual frustration, is the in-ability to share. Why wouldn’t everyonewant to know about this?EXPLORE: I think some people don’tknow there are such things to know.LELAND: I am sure that’s true. That’s whyradical encounters with consciousness areincluded in our training program. It is in-teresting to note that disease sometimesproduces this kind of radical encounter.Disease can bring anyone to a higher sense


perception. It may be the first time a per-son has encountered his mortality, and itscares him. That may be the openingwedge, the opening moment.

One of the reasons I so believe in thevalue of spirituality is that life doesn’thave to be hard. When I see people livinglives of desperation or I see institutionsfailing and downsizing, I keep saying, “Itdoes not have to be this way. You don’thave to do this to yourself.”

I will give you an example. The govern-ment is putting pressure on many not-for-profit hospitals in this country for not pro-viding enough charity care. I work withmany of these institutions, and I knowhow much or how little charity care theygive. The for-profit hospitals are saying tothe government, “You are giving theseguys a tax exemption and they are notearning it.” In some cases, this is true.However, the result of bad faith on thepart of hospitals may be passage of a statelaw mandating a certain percentage forcharity care. This means the hospital canno longer give with an open heart and isdenied the benefits that would accruefrom a pure spiritual investment. So whywould a hospital do that? Why wouldn’tthe hospital be a cheerful giver if it under-stands the spiritual law of loving service?The hospital would then derive all thebenefits that generosity conveys, ratherthan having auditors with their addingmachines parked at hospital desks tryingto figure out if the hospital really gave4.7% to charity care.

Another example—many thousands ofretired physicians in this country, if pro-vided with malpractice insurance, wouldwork as voluntary staff in free clinics.They want to practice medicine. When Igo into a hospital and conduct a quar-terly medical staff meeting, I alwaysknow right where to find the retired phy-

sicians. Somewhere toward the back ofthe room is the row of old racehorses.Why are they there? Because they lovemedicine. And they can still provide ex-cellent patient care. Many are as skilledas the day they retired. But the govern-ment does not provide them with mal-practice coverage. We are talking about avery small government investment thatwould bring a load of relief to our over-worked medical care system. The solu-tion is right in front of us and we refuseto see it.EXPLORE: You have given us a lot tothink about. Is there anything we shouldtalk about before we end?LELAND: We are living in a very uniquetime where we can bring a lot of excitingideas to fruition. So many people talkabout cataclysmic earth changes and Ar-mageddon. Let’s instead talk about theother side of the ledger. The other sidereveals an opportunity to benefit fromwhat all previous cultures on this earthhave learned. We have the opportunity,should we choose, to create our preferredfuture.

No other culture has ever had the op-tions we now enjoy. They did not haveaccess to our high technology. We canmake amazing things happen. It’s likehaving all the dominoes and wonderinghow to play them. What a wonderfulposition to be in because it could meanEden restored, heaven on earth. It couldmean model communities and model in-stitutions. I think we ought to focus onall the creative possibilities in our newmillennium, rather than on the badnews.

So spirituality to me is a powerful, em-powering, enabling, visionary philosophy.I don’t think spirituality ever delights inpain, misery, or exit strategies. It’s a dy-namic force that we can use to reshape our

culture. And I think we should do it.We have people with money who want

to invest. We have people with knowledgewho want to apply it. We have institutionsthat want to be front-runners. But some-times people have difficulty finding eachother. All of the pieces of the puzzle arehere. So it’s really about coalescence, it’sabout convergence. It’s about getting peo-ple together.EXPLORE: When we were trying to find anew home and start a new journal, I wentto a healer. I was upset, sad and complain-ing. “How can I recreate all this? I’m notsure I have enough energy to create every-thing again.” And do you know what shetold me? She said,“ You don’t have to cre-ate anything. It’s all there already. Youonly have to be open and connect thedots.” And here we are.LELAND: Yes, the void is the most won-derful thing in the world. It permits allpossibilities. If a person says, I have noth-ing in mind then I say, “Then anything ispossible.” It’s only when you have thingsin mind that you start preventing stuff.Our so-called chaos is really something weshould embrace. It means our universe isopen-ended.

It’s interesting that the Void and thePlenum are the same thing. The Void isthe absence of anything, and the Plenumis the presence of everything. But they areactually synonyms. When nothing isthere, it means that everything is waitingto happen. So I ask, “What do you want tohappen?” Make it so.

For more information about Leland Kaiseror the Kaiser Institute, visit www.kaiser.net.For more information about the Spiri-tual Leadership Institute, visit www.spirit4greatness.com.


Dr. Noyes warnings should be closely heeded we are living in times where mysticism is being

incorporated into all areas of life. We must learn what Scripture means to be “wise as serpents but

harmless as doves”.

Holistic healing or spiritualism? pt 2

Education

Transcript of Holistic healing or spiritualism? pt 2