Haute Lumière
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Every published page in the house, and every book on the shelf — 393 volumes and 44,688 passages of it — and every result is a passage that opens where it was written.
9 passages from 3 volumes
The House
Regulation has to happen before the insight will land
The surface content is are we all right; the function is help me feel all right, which is why the loop survives infinite correct answers.
The House
You can know a fear is unreasonable and know it in a way that changes nothing
You can know a fear is unreasonable and know it in a way that changes nothing — Haute Lumière Haute Lumière · The reading You can know a fear is unreasonable and know it in a way that changes nothing Insight bounces because the layer that produced the sentence was never the layer being addressed.
The House
The stage you are leaving always feels like failure
The cleanest way in is the difference between what a person has and what a person is. A belief that is had can be examined, argued with, set down, taken up again.
Luminous Cognitive Styles™: Beyond MBTI
Variant — Chapter 5. Assessment Tools
Of the five LCSI components (DSR, CTB, RME, SAP, DI), which one do you think would reveal the most surprising information about you?
A Year of Luminous Retreats: Twelve Temples of Monthly Transformation
A Year of Luminous Retreats: Twelve Temples of Monthly Transformation
Stitched the Dancefloor and the Dharma Into One Seamless Field — and Why Everything, In the End, Truly Does Flow From States —I— I keep trying to start this account in some clever literary way and every attempt feels like a betrayal.
The House
The real test of a manager is what the team can do after they have gone
Everything the team can do is bounded by what one person can personally review. The manager experiences this as being indispensable, which feels like security and is in fact the clearest evidence available that the job has not been done.
The House
A retreat that cannot pay for itself is a promise with a hole in it
A debrief within forty-eight hours after the last one leaves, with everything documented and fed back into the next one.
The House
The real test of a manager is what the team can do after they have gone
His people become excellent at executing his judgement and have never had occasion to build their own.
The House
Every program you run should feel like the same house, and none of them should feel like the same program
A new practitioner reading the same line with the three cases that shaped it — the launch where it was tried, what it did to that cohort, the year it was narrowed to admit a genuine external deadline — learns why the line sits where it sits.