Part 1: The Flow Spiral for Personal Development

If I want to contribute successfully to the development of other people, teams and organizations, I first need to be able to keep my own development process going. That's why I chose to begin this book with the Flow Spiral for personal development.
In order to contribute to the development of others I am required to transcend my personal frame of reference and my self-interest and that's exactly the most complex level of learning, that the Flow Spiral of Personal Development describes!

H1 Learning by following my own flow
This chapter pays attention to the features of an experience of flow and clarifies which phases of personal development are preceding until this situation would occur on a more permanent basis. The conscious or unconscious desire for flow prompts us to learn. In doing so, we pass seven stages of development.

H2 Grass does not grow faster by pulling it
In this chapter two different conceptions of learning are compared. The Flow Spiral shows what happens when we succeed in consistently continuing the learning cycle of Kolb. We reach higher levels of consciousness, and develop increasingly complex ways of learning. Fear leads to scarcity thinking and our personal development stagnates. It may also be that fear causes regression on the Flow Spiral.

H3 The seven pairs of complementary qualities
At each developmental level of the Flow Spiral, learning requires two equally important but seemingly opposite qualities. In this chapter you can read how I discovered that when I met with my counterpart. To make flow possible, it is necessary that we learn to use complementary qualities as well. The personal profile shows how someone is naturally inclined to satisfy his needs.

H4 The paradox of personal development
In this chapter the use the Flow Spiral to stimulate the personal development of ourselves and our employees is further explored. In the moment that we experience no flow, we are sure that we cannot deploy sufficiently one of the complementary qualities required in the situation. By using others as a mirror, we learn to strengthen the weaker quality and so the paradox of the seemingly opposite quality is finally neutralized.

H5 Cultures can also develop
While we can just learn a lot from people who are different, many of us usually feel most at home with people who are most like us. A specific organizational culture can be understood as a collective response to a joint dominant human need. The cultural flow profile indicates which needs - over a long period of time - is dominant in this group. According to the perspective of the Flow Spiral cultures will also develop from there.

Part 2: The Flow Spiral for Organizational Development

Only when I yearn to drop my ego by practicing both Self control and Surrender, it is possible to look with a helicopter view at group processes. Because I have been consciously working on my own personal growth and using the Flow Spiral for Personal Development (from part 1 ) I’m familiar with the existence and functioning of developmental conditions, I’m able to guide team and organizational development better.

H6 The Flow Spiral for team development
In this chapter you read about my quest to flow in a team, and the discovery of the Flow Spiral. This shows that team and organizational development essentially are natural processes. The seven principles of the Flow Spiral clarify the conditions for this spontaneous process of self-organization which can be intentionally taken care of to stimulate team development. This makes an optimal use of the force present in the team and organization.

H7 : Teamcoaching on the basis of the Flow Spiral
Natural systems normally seem to develop naturally through the Way of Least Resistance (TAO). Also team development is a process that appears to unfold itself when obstacles are removed. This chapter explains how I support this development. The Flow Spiral also shows how the outcome charge level can be achieved , and even can be transcended. However, a coach that releases the team too early, also inhibits the development as well as a coach who protects it too long.

H8 Empowerment and leadership
The seven development conditions of the Flow Spiral For Team Development can be substantiated to the operational level. They serve as guidance for self- management and as a good tool for the empowerment process of employees. I intentionally do as little as possible, but I also leave nothing essential undone.

H9 The phase difference and the consequences
The development requirements of the employees in an organization and the development requirements of the team or the organization of which they belong to, are essentially the same. But both are quite often in a different phase. If I am not aware of this, resistance will happen. We cannot easily change organizations, people and cultures are, but their development can be stimulated by consciously supporting their natural process. My experiences with this are stunning by the occurrence of maximum synergy .

H10 Spiritual Management
The Flow Spiral for teams and organizations begins two phases earlier than the Spiral Flow for personal development. This phase difference makes the gap visible between ‘reality constructed by our rational mind' and 'the infinite reality from the universe of natural systems’. By stimulating our own development, we can finally rediscover the spiritual reference frame after the physical, emotional and mental perspective and overcome this artificial phase difference. Spiritual management takes place from this higher consciousness level. Finally: the tools for learning by releasing, that I like to use.

H11 New Science
How synchronicity played a role in the discovery of the Flow Spiral. Then I examine how universal the Flow Spiral is. Animals also have a natural need to develop themselves, but to a less complex level of consciousness than humans. If I look from the perspective of the Flow Spiral to science then from all developmental stages science is possible and meaningful. Finally I approach the Flow Spiral from the holistic 'Sudoku ' scientific perspective to investigate the validity of this model.