Go Your Chosen Way
Conrad Ho (Hong Kong, China) May 11, 2014
On 9 May 2014, Conrad Ho did a private session which left him a strong impression. The client in this case had an illness considered incurable by conventional doctors. While controlling the symptoms by medicine, she came to me to do kinesiology balancing to find out the root source of stress of the illness. In the past few years, the symptoms existed in a way as if they had disappeared. So the doctor has stopped the medicine for controlling the symptoms and has been reducing dosage of the medicine for suppressing the immune system. This was a rare case among this type of patients.
In setting the balancing goal, she was considering if she had any other problems. All of a sudden, I understood why she still “had illness”: she just viewed her “illness” from the “destructive model” perspective. She wanted to regain things she had lost because of the illness. So I suggested her to use “creation model” to see what kind of experience this “illness” had created for her that she would not have if not for the illness. I saw that she was stunned for quite a while and then the fixation in her mind was loosened up gradually.
Do not consider what you want by asking questions from an opposite angle and try hard to address the questions. This is to use questions to define one’s life, making decisions by way of elimination. My recommendation is to use what you like and are willing to do to define your own life, making decisions directly, going your chosen way.
Do not consider this type of thinking unrealistic and impracticable. It is an insight I got from learning management theories in Master of Business Administration in my early years. During the “strategic marketing” course then, there was one strategy known as the “predatory market competition”. Under this strategy, when the competitor does something, (1) I have to do better; or (2) I would do what the competitor has not done. On the whole, it is to define oneself by the competitor (the problem), targeting head on confrontation. In terms of more modern jargon, this is the “red sea tactic”, battling just for bloodshed to the point that even the sea was turned red.
Another option which I consider better is the “innovative market competition” strategy. There is absolutely no need for such companies to know what their competitors are doing. One only needs to see clearly what one does best and enjoys doing. One tries to do its best to achieve a result voted for by consumers with money within the market scope defined according to the vision and mission adopted during the company’s formation. If it is a market scope one has created itself, why would there be any competitor? One only does what one likes and is willing to do, going its chosen way. In terms of modern jargon, this is the “blue sea tactic”.
Directing what one should do by its competitors is what I called “disorientation”; directing what one should do by what one likes and is willing to do is what I called “independence”.
