Bending Reality: How to Make the Impossible Probable

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Bending Reality: How to Make the Impossible Probable

Bending Reality: How to Make the Impossible Probable

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Whilst undertaking any enquiry, accept every statement at face-value, exactly as if true – whilst keeping one small corner of your mind aware that it isn’t. But this had not occurred … Neither had I been hypnotised, and so persuaded that the door had been opened by an invisible agency: that would not have got me past the door, and it would not have explained the bewilderment of the security guard when he finally arrived. The catch, of course, is that the real-world won’t always play by our choice of ‘the rules’ – sometimes it has its own very different ideas about what ‘the rules’ apply in any different context. So to create any kind of useful change, we somehow we have to be able to get people ( including ourselves) over that barrier of ‘the edge of panic’, and properly face the ‘Not-known’ – rather than running away from the ‘NOW! I find that a lot of entrepreneurs and just high achievers in general are often driven by a fear of failure, a fear of maybe like being humiliated, doing something embarrassing, what might people think about them.

Allison: Well, it makes me warm, it makes me feel smaller than I normally am and I would say it also gives me a sense of possible like, doubting like direction of where I headed. That’s almost the definition of the cause of a mythquake: a misplaced assumption of certainty about something that’s inherently uncertain. There’s a lot of uncertainty and a lot of unknown and in that state, we often have a lot of that what if, impending doom generator of like, what if it doesn’t go well?Or, in SCAN terms, a clash between far top-left and (usually) far bottom-right of the frame – between expectations (certainties about the future) versus what’s really happening in ‘unexpected’ ways, right here, right now. And Reality Department, too, has an, uh, interesting habit of bending our reality for all of us, anyway, whether we like it or not.

Bending reality is ”belief training” — learning to believe something before it can be seen or proven. She has not only helped execute a challenging pivot towards building next-generation covid vaccines, but, perhaps more importantly, has helped us expand our vision of what HelixNano is and can become: global transformation of human health. Whether you've studied these areas closely or this is your first book on this topic, you'll have front row seats to how the world's elite use this knowledge to collapse time, bend reality, and receive intelligent downloads to create unimaginable success.

Two science classics that I often refer to for guidance on this are Paul Feyerabend, Against Method, and WIB Beveridge, The Art of Scientific Investigation – both books strongly recommended for enterprise-architects and the like. Continuing with more from quantum physics: At its core, bending reality is creating a synchronization from source in which you are drawing experiences to you through a coherent synching of your energy and some potential in the quantum field. I feel like a lot of people live that way and as leaders, what that can look like is needing to constantly control and predict your environment, control and predict the people, control and predict your power over others and all of that I believe is in service of them not feeling small, in service of them not feeling uncomfortable, in service of leaders not having to deal with the anxiety that comes with a lack of control. What are the mechanisms via which you would reject any evidence that contradicts your existing beliefs, so as to protect those beliefs?

One of the tips that I have for any leader who wants to navigate change is to check in, ask yourself, are these fears rational? This fear, like I need this to happen, or else or this has to, I’m not going to be OK, if it doesn’t work out the way I want it to.Sitting in the unknown, triggers our fight or flight response, anything that we can’t control and predict really feels unsafe from this place and so I found that the leaders who know how to sit in the unknown, navigate change are the ones who can keep their nervous systems regulated and calm and peaceful, relaxed, expansive, in the face of the unknown. If you think that, well, there must be some ordinary run-of-the-mill physical explanation, no can do – sorry. He also added a couple of extra details, such as that the conversation in the pub had been mainly about practical experiments with Abramelin and suchlike; and that more than one of them had had a go at the ‘lock-picking’, but only one had had been able to make it work. You are likely to have made what you would consider to be a ‘rational’ response to that information – including a probable ‘shoot the messenger’ component of that response.



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