THE MIND THAT SEES: THE PERSPECTIVE BEYOND THE EYES

Have you ever stopped to consider that the most limited vision is not of the eyes but of the mind? We live in a world where truly seeing what matters transcends what the eyes capture. Oscar Wilde’s phrase, “The eyes are useless if the mind is blind,” invites us to reflect on how we perceive the world and, more deeply, on how our convictions, beliefs, and biases shape and limit our vision.
While the human mind has been conditioned to quickly process what it sees, it tends to summarize and judge reality based on superficial patterns and unconscious biases, which uniquely form in each individual. This inclination to create personal narratives about experiences can be a barrier to true openness. How often have you found yourself reacting impulsively to a situation without questioning why? We are subject to interpretations that frequently result in narrow and often myopic conclusions — a limited and fragmented view of reality.
Not coincidentally, the frenetic pace of modernity and the excess of digital stimuli bombarding us daily have made our perception more superficial. The constant need to respond to each notification, news item, or image distances us from the ability for deep and serene reflection, inhibiting critical analysis and conscious presence. In a world where everything demands quick responses, how much time do you dedicate to truly observing the people around you or reflecting on your own reactions?
This habit of automatically responding to stimuli promotes a dangerous superficiality, which also affects our relationships, both personal and professional. In organizations, for example, this limited perception can blind us to the complexity of interpersonal dynamics, hindering collective performance. In a world saturated with stimuli, truly seeing means going against this current: slowing down, questioning, and looking beyond appearances. This more attentive and conscious gaze not only leads to richer interpretations but also restores our ability to discern what truly matters.
When we allow ourselves to “see” with an expanded and conscious mind, we access deeper layers of reality, where the complexity of feelings, motivations, and interactions that shape both the individual and the organizational environment reside. Thus, truly seeing goes beyond the visible image; it means unveiling what the eyes cannot reach and what the mind, when blind, prevents us from perceiving: the subtle connections and meanings that drive actions and transformations — systemically beyond what we can superficially observe.
In the field of human, social, and organizational development, this issue becomes not only relevant but urgent, as true transformation only occurs when we have the courage to see beyond the surface. And what does it mean to “see” with an awakened mind? It means adopting a posture of openness and questioning, perceiving beyond the obvious, and cultivating a deeper awareness of how the mind creates limitations that obscure our understanding of the world.

Awakened Mind: The Perspective Beyond the Visible

“…the greatest error of modern science was to reduce the complexity of reality to a finite number of causes.” – Alfred North Whitehead

Many people believe that seeing is simply an act of capturing images and sensations, of observing the physical world with its details. But, paradoxically, the most valuable perceptions go beyond what is visible. Often, our greatest obstacles are internal: limiting and unconscious internal filters that distort reality, block understanding, and reduce clarity. It is as if we wore lenses that, instead of revealing the world as it is, filter it according to our ingrained prejudices and convictions.
The neuroscientist Donald Hebb argued that “neurons that fire together, wire together.” In other words, the brain strengthens the connections we use repeatedly, solidifying patterns. Over time, we form circuits that perpetuate our beliefs and stereotypes, rooting perceptions that make our “mind blind.” How many times have you noticed an automatic reaction in yourself that, upon reflection, you realized was shaped by an old, almost invisible pattern that continues to influence your life?
A blind mind, filled with rigid prejudices and beliefs, creates an almost insurmountable barrier to innovation, empathy, and self-knowledge. In organizations, this mental blindness can manifest as a lack of adaptability and resistance to growth. When leaders and collaborators operate with crystallized views, they lose the ability to adjust their gaze to see new possibilities. Thus, the work environment tends to become reactive, with little openness to innovative solutions, and organizational culture can stagnate.
To combat this mental blindness, it is essential to adopt a more systemic view and expand the capacity for questioning, challenging the entrenched beliefs and assumptions that support our decisions and shape our perception of the world. Awakened minds are those that, instead of merely “seeing,” investigate, challenge, and explore. For these minds, reality is a construction to be discovered, not a finished and closed given. In this sense, have you ever asked yourself: What are the daily choices we can make to awaken our minds? By cultivating a continuous practice of questioning and self-inquiry, we open space for new ideas and connections, increasing our resilience and adaptability. The invitation, then, is to free oneself from the blindness of automatic patterns and allow oneself to see beyond, with a keen and open mind to perceive nuances and complexities that previously went unnoticed.

Intelligence Beyond Intellect

“…what you resist, persists.” – Carl Jung

Throughout history, philosophers and scientists have sought to understand the true essence of intelligence. However, intelligence, in its deepest sense, goes beyond the ability to reason logically or memorize information; it resides in the ability to question, to perceive the world with fresh eyes, and to access the realm of emotions, so intrinsically tied to our decisions and actions. In the organizational environment, emotional intelligence is a fundamental pillar, as it allows leaders to understand interpersonal dynamics and challenge their own limitations.
Carl Jung stated that “what we deny in ourselves, we project onto others.” This idea reminds us that, when we do not recognize our own feelings and motivations, we risk interpreting others’ behavior through a distorted lens. Understanding projection is an essential step to avoiding misperceptions and strengthening emotional intelligence. Carl Rogers, in turn, highlighted the importance of authenticity and unconditional acceptance for personal and interpersonal growth, especially in development contexts. For him, a genuine understanding of others and oneself is only possible when we break free from automatic judgments and connect authentically.
In the field of neuroscience, recent studies have shown that emotions directly influence our cognitive processes, shaping not only what we see but also how we interpret the world based on our feelings. Without emotions, our ability to judge and perceive becomes superficial and mechanized, responding in a linear way without the flexibility that emotional intelligence provides. In the organizational context, it is the mind that feels and aligns with emotions that truly sees the nuances and complexities of human relationships.
The concept of emotional intelligence, therefore, goes beyond intellect and nourishes a holistic view of the world. This intelligence, as many contemporary thinkers and scientists have emphasized, allows us to interpret interactions and create meaningful connections. It enables the vision beyond the obvious, both in personal and organizational life, and promotes a leadership that is not limited to pure reason but incorporates a profound understanding of the needs and potential of people.

Organizational Culture and Resistance to Change

“…we do not see things as they are; we see things as we are.” – Immanuel Kant

The importance of this “beyond vision” also applies directly to the corporate environment. In many organizations, the established culture can reflect the limited mentalities mentioned earlier. When employees, or even leaders, remain trapped in prejudices, unfounded beliefs, or restricted perspectives, the organization becomes a replica of this mental blindness. Resistance to change, so common in many corporate cultures, is often rooted in this “cognitive lag,” where established patterns hinder innovation and growth.
Organizational culture, as a set of shared beliefs and values, can function as a system of mental filters that distorts or limits individuals’ perception within the organization. This not only affects the ability to adapt to new ideas and technologies but also directly influences the work environment, generating tensions, conflicts, or demotivation. A classic example can be seen in companies that resist digital transformation. Large corporations, such as Kodak, that failed to adapt to new technologies and innovations, ultimately saw their markets overtaken by more agile and flexible competitors. This happens when a rigid mindset prevents the perception of real needs for adaptation and innovation.
Resistance to change arises as a natural reaction when an individual or collective cognitive system feels challenged. Change is often interpreted as a threat to what is familiar and safe. However, as situated cognition theory teaches us, the true capacity for adaptation and innovation only emerges when the organization and its members can expand their mental boundaries and question the certainties supporting their structures and processes. According to this theory, cognition does not occur in isolation but is influenced by the ongoing interaction between environment and context. This means that the perceptions and decisions of an organization are not purely rational but are deeply linked to the concrete reality in which the organization operates. Applying this theory to organizational practice, we can observe how the most innovative teams are those that, being immersed in an environment of collaboration and constant questioning, adapt their behaviors and processes, creating more effective and creative solutions.
This is true leadership: the ability to see beyond personal and organizational limitations, questioning and creating new perspectives, nurturing a more open and flexible organizational culture where continuous learning and transformation are natural. Successful companies today that remain strong exemplify this by adopting a culture that encourages experimentation and failure as part of the innovation process. By fostering creativity and challenging the limits of the status quo, these organizations promote an environment where change is seen as an opportunity, not a threat.
Moreover, this process of adaptation is not limited to the organization as a whole. When individuals within organizations develop an “open mind” and are willing to question their own beliefs and reactions, this creates a positive cycle of both personal and collective growth. An individual with a broader vision, who seeks to understand the multiple perspectives and interactions around them, contributes to a more inclusive and dynamic organizational culture. By cultivating a continuous practice of questioning and self-examination, as discussed in previous parts, the leader or employee not only enhances their personal adaptability but also encourages an environment that favors innovation and creative problem-solving.
By integrating this emotional intelligence with a critical and open mind, organizations not only adapt better to changes but also become healthier and more productive environments, where human interactions are more authentic and decisions are better-founded. Organizations that cultivate a systemic vision, where constant learning and questioning are encouraged, have a greater chance of thriving in a constantly evolving world, creating a culture that, instead of resisting change, embraces it as part of its DNA.

Challenging Mental Blindness

“The mind that sees is not just one that observes with the eyes but one that understands the essence of what lies beyond vision, touching the invisible and embracing the complexity of human reality.” – Marcello de Souza

How, then, can we cultivate a mind that truly sees? The answer lies in the constant practice of reflection and receptivity to newness, combined with the willingness to recognize that what we “see” is often only part of a broader, multifaceted reality. In a world saturated with quick and superficial stimuli, we are often induced to focus only on the immediate, the obvious, what seems safe and comfortable. However, true perception requires us to go beyond these superficial layers and challenge the limits of what we think we know.
The journey of expanding our vision begins with developing a continuous learning stance, genuine curiosity, and, above all, humility. Humility is not only about acknowledging that we do not have all the answers but also about accepting that reality is in a constant state of transformation and that our understanding of it must evolve accordingly. By admitting that our current vision is limited and that there is always something new to learn, we open the doors to a richer and deeper perception.
As the philosopher Seneca wisely said: “There is no favorable wind for those who do not know where they are going.” This metaphor transcends the nautical or entrepreneurial context and directly applies to our journey of self-knowledge. When we know where we want to go and how we want to view the world around us, we can plot clearer and more determined courses. A mind with clarity of purpose is not only audacious; it is also capable of traversing uncertainties with courage, as it recognizes that true vision is not limited to what is visible ahead but is supported by an inner wisdom that guides us.
An enlightened mind, therefore, is not characterized by having all the ready-made answers but by knowing how to ask the right questions and being open to exploring unknown territories. It does not fear life’s uncertainties because it understands that true growth occurs outside the comfort zone, challenging one’s own limitations.
Now, I propose a simple yet powerful exercise for you to apply in your company:

Working with Organizational Archetypes with Your Team:

We often believe that developing a richer and more accurate vision of organizational reality requires making large-scale changes or implementing complex strategies. However, transformation may be more accessible than we imagine. One effective way to cultivate this deep, expansive vision in your team is to reflect on organizational archetypes and how they manifest in everyday attitudes and decisions within the workplace.
I propose a practical exercise where you gather your team and divide them into groups to discuss four archetypes: Scientist, Pastor, Advocate, and Politician. These archetypes represent fundamental aspects of human behavior in an organizational context and can provide valuable insights into each individual’s role on the team. Here’s a summary of how these archetypes manifest:

• Scientist: Who on the team is most analytical, focused on data, evidence, and proof? How can we strengthen this perspective to make more informed and objective decisions?
• Pastor: Who stands out for their empathy, concern for others’ well-being, and ability to support and nurture? How can we expand this collaborative attitude within the team to promote greater harmony and understanding?
• Advocate: Who seeks justice, questions norms, and defends everyone’s rights? How can we integrate an ethical and structured approach into team decisions, ensuring that all voices are heard?
• Politician: Who has a natural ability to build alliances, negotiate, and influence? How can we use these skills to strengthen power dynamics and improve internal relationships within the team?
By reflecting on these archetypes, your team can gain a broader understanding of how each of us uniquely contributes to the organization’s functioning. Identifying and recognizing these patterns allows us to harmoniously integrate these different perspectives, creating a more inclusive and collaborative environment.

Practical Example with a Client:
Recently, while working with a company facing resistance to change in its operational sector, we introduced the concept of organizational archetypes. During a workshop, we had leaders from different departments observe their own postures and reflect on how these archetypes manifested in their daily actions. For instance, the Scientist on the team, focused on data and efficiency, often overlooked the need for more empathetic dialogue with employees during change processes. Conversely, the Pastor, so concerned with team well-being, was softening difficult yet necessary decisions for the organization’s progress.
From this reflection, I was able to help the company integrate these archetypal perspectives in a more balanced way. We created a change process that considered both technical analysis and care for people, leading to a more effective and sustainable implementation of transformations.

How It Was Conducted in Practice:

1. Group Division: Each group was assigned the task of identifying with one of the archetypes and reflecting on the typical behaviors and attitudes associated with it.
2. Discussion on Impact and Interactions: During the discussion, participants shared examples of how each archetype impacted their daily interactions and how their actions affected the group.
3. Integration of Perspectives: After individual reflection, we facilitated a large discussion where each team member was challenged to understand how their own behavior and that of others influenced the collective dynamic.

The main challenges encountered during the exercise—ones you’ve likely experienced—were personal resistance to accepting different ways of viewing reality and the need to overcome ingrained biases about decision-making approaches. However, after this reflection, the team was able to identify areas for improvement in their practices and began to integrate these archetypes more harmoniously, resulting in clearer communication and more conscious decision-making.

Final Outcome: By bringing these archetypes to light, we not only helped the team see their own dynamics more clearly but also provided a more collaborative and reflective environment. Each member began to see how their unique characteristics, represented by these archetypes, could be used to enrich collective decisions and drive organizational success. The exercise also encouraged everyone to feel more comfortable sharing ideas and questioning approaches that previously seemed unchangeable.

Conclusion: Working with simple exercises like this archetype activity not only allows us to expand our view of the various influences that impact a team’s functioning but also promotes a more holistic and integrated approach to organizational dynamics. This fosters an environment where continuous learning is valued, perspectives are broadened, and constant improvement is encouraged. By adopting a flexible and open mindset, our worldview expands, allowing for richer decisions and deeper interactions on both personal and organizational levels.
Make no mistake—and I emphasize this point here—that to cultivate this ability to see more deeply and broadly, we must be willing to question our own points of view, confront our biases, and welcome new perspectives. Learning is not merely an intellectual process but a constant practice of self-examination and the search for new truths. By embracing an open and flexible mindset, we allow our worldview to expand, enriching our decisions and our interactions, both on a personal and organizational level.
Thus, true vision is not only the ability to see what lies ahead; it is also the ability to perceive what lies behind surfaces and appearances. It is the capacity to perceive life’s interconnections and complexities, where each detail has its place and meaning within a broader framework. True vision is rooted in inner wisdom, in the ability to see beyond the obvious, and leads us to explore not only the external world but also the depths of our own mind.

The Challenge of Being Seen and Seeing: The Transformation Process

Transformation, on both personal and organizational levels, requires courage, humility, and a genuine willingness to question and reevaluate our beliefs. At its core, true change begins when we continuously ask ourselves: “Is what I’m seeing all there is to see? Am I stuck in old patterns that limit my perception?” These seemingly simple questions are the first steps toward deep transformation, capable of broadening our vision and opening new possibilities, not only for ourselves but also for our surroundings.
As explained at the beginning of this article, when we encounter something new—whether an unexpected situation or a different person—our initial tendency is to apply our pre-existing lenses to what we see. This happens because the brain tends to seek patterns to reduce the world’s complexity, and these lenses are often not neutral. By doing so, we may miss the true essence of what is before us, limiting our ability to perceive the new genuinely. Often, we view the world through a lens of quick judgment or stereotypes, a reflection of mental filters that, while automatic, can be profoundly limiting. This process of “applying filters” is one of the subtlest forms of mental blindness, frequently impeding growth.
One way to overcome this cognitive limitation is through the practice of mindful presence, widely discussed in both psychology and neuroscience. Mindfulness teaches us to observe without judgment, to perceive without labeling. By adopting this stance, we not only practice self-awareness but also open up to new understandings, new relationships, and new possibilities for action. When we commit to seeing things as they truly are, not as we wish them to be, we create space for genuine transformation.
This transformation process is deeply connected to emotional intelligence, which, at its core, is the ability to perceive and manage our own emotions and those of others healthily. By learning to observe and perceive without judgment, we can overcome impulsive and distorted reactions, paving the way for a more holistic and grounded understanding of situations. This is especially important in organizational environments, where the pressure for quick answers can often lead to reactive and superficial assumptions-based decisions.
In an organizational context, this practice of mindful presence translates into the ability of a leader or team member to look at a situation or challenge without being swayed by quick fixes or the status quo’s pressures. Instead of reacting impulsively, a mind trained in mindfulness is able to explore different perspectives, weigh consequences, and make more effective decisions based on a deeper, more comprehensive understanding of reality. This approach not only enhances the quality of decisions but also contributes to creating a healthier organizational culture, where innovation and continuous learning are valued.
The transformation process that involves questioning our patterns, openness to the new, and the practice of mindfulness invites us to perceive the world and ourselves more fully and consciously. It is a challenging journey but necessary to break free from limiting mental filters and embrace the complexity of reality with greater clarity, empathy, and systemic vision.

The Systemic Vision: Connecting the Puzzle Pieces
A systemic vision is a powerful tool for understanding the complex interactions that occur in both organizations and human behavior. By adopting a broader perspective, we are able to see beyond isolated parts and perceive how elements connect, influence each other, and transform over time. A systemic mind understands that by modifying one part of the system, the entire dynamic may change, affecting even elements that are not immediately visible or apparent.
In an organizational environment, this means that decisions should not be made in isolation without considering the effects they will have on other areas of the company. A change in one department can directly impact the behavior of others, creating a domino effect that, if not well understood, can generate conflicts or even inefficiencies. These interconnections often remain invisible to those who lack a more holistic or systemic view.
The resistance to change, mentioned previously, often arises due to a limited and segmented view of situations, especially in traditional organizational environments. When members of an organization cannot see how different parts connect and mutually influence each other, it is common for them to focus solely on their specific areas and respond with fear or resistance. Adopting a more systemic approach, however, allows changes to be better understood and managed, as leaders and team members begin to see that each action or decision resonates throughout the system.
This understanding naturally requires an awakened mind, one willing to go beyond superficial explanations. True innovation, both in personal and organizational domains, emerges when we can perceive how various pieces of the puzzle fit together in ways that were not initially visible. In this sense, an open mind favors deeper, more complex analysis that can transcend simplistic solutions and adapt more effectively to the challenges the modern world imposes on us. Additionally, this mindset is essential for anticipating contradictions or failures, creating solutions that not only address immediate problems but also build a more solid and integrated foundation for the future.
When my clients find it difficult to understand the importance of adopting a systemic vision, I always encourage them to go beyond the surface. In my organizational work, whenever I detect a limited vision among leaders concerning their culture and structure, I often recommend the practice of Organizational Psycho-Systemic Constellation—a powerful tool for broadening perception and connecting the puzzle pieces in a deep and meaningful way.

Practical Example: Psycho-Systemic Constellation in a Company
Recently, I worked with a company where resistance to change was deeply ingrained, particularly among leaders from different departments. Each one focused exclusively on their area, without realizing how their actions affected other sectors of the organization. This created an environment of disconnection and conflict, with decisions being made in isolation, lacking an understanding of how the parts interlink.
In this context, I proposed the use of a Psycho-Systemic Constellation dynamic, an approach that deeply maps the relationships and hidden dynamics within the organizational system. This methodology allows participants to clearly and intuitively visualize the unresolved interactions and conflicts that impact the functioning of the system.
The impact of this intervention was transformative. Following the dynamic, the company was able to identify significant gaps in relationships and organizational climate, arising from a narrow view and behaviors blind to these interconnections. By bringing this reality to light, it was possible to substantially improve communication between departments. Leaders began working more collaboratively, and resistance to change decreased considerably. With the understanding that the organization is an interconnected system—not just a sum of isolated parts—the internal dynamic harmonized. Joint efforts and an awareness that each individual decision affects the whole created a more productive and cohesive environment.

Why the Psycho-Systemic Constellation Approach Was Effective:
The Psycho-Systemic Constellation is effective because it allows for accessing and understanding, from a systemic perspective, what is hidden in the dynamics of power, communication, and behavior within a system. It goes beyond superficial explanations, enabling participants to not only understand but also feel the relationships and influences that often operate at unconscious levels. By bringing these invisible interactions to light, the process opens doors to genuine transformation, allowing members of a system (whether an organization or a family) to understand the interdependence between their actions and those of others.
Furthermore, this approach offers an experiential experience that provokes deep emotional changes. People not only intellectually understand the issues but begin to experience them, creating space for change that is more lasting and grounded. This happens because each individual’s perceptions are expanded and adjusted, causing them to begin acting with greater awareness and responsibility.
By applying the systemic perspective, regardless of the tool used, such as Psycho-Systemic Constellations, we can dissolve resistance, integrate different perspectives, and promote true change that takes into account the interconnections that sustain any system. Ultimately, the systemic perspective is what allows us to understand the interdependence of elements within any organization or context, and realize that changes at one level can deeply and unexpectedly affect others. Cultivating this perspective not only contributes to innovation but also creates a more harmonious and adaptive environment, where all components of a system can work more integratively and efficiently.

The Journey to Full Vision

The path to full vision, whether in the personal or organizational realm, is neither simple nor quick. It requires a continuous journey of questioning, self-awareness, and, above all, the courage to confront our own limitations and prejudices. Along this journey, we learn to slow down, to observe more attentively, and to perceive the deeper layers of reality that are often hidden behind the superficiality of everyday stimuli.
As Oscar Wilde reminded us, “eyes are useless if the mind is blind.” Truly seeing requires more than looking: it demands perceiving with an expanded mind, with an open consciousness capable of discerning the subtleties and interconnections that form the essence of all things. This is the challenge of modernity: to resist superficiality and, at the same time, cultivate a deep perception that goes beyond what is immediately visible.
Only when we develop the ability to see with the eyes of the mind, attentive and unbiased, can we begin to truly understand the world around us – and, consequently, transform both our lives and the organizational environment in which we operate. This is the power of conscious vision, the ability to go beyond appearances and access a broader, integrative understanding of reality.

Finally,

Often, our greatest limitations are not in external circumstances, but in the internal barriers that prevent us from seeing the world as it really is. Free yourself from the blindness of the mind, allow yourself to go beyond common vision, and awaken the true perception that resides within you. The mind, when open, is a vast universe of possibilities, capable of revealing dimensions that were once hidden from our view, but have always been within our reach.
The real challenge is in breaking through the filters we have created throughout our lives and the distorted lenses we use to interpret the world. When we are finally able to look without prejudice and judgment, we connect with a deeper, more authentic, and richer vision. And by doing so, we not only transform the way we see the world, but also the way we interact with it, creating a continuous cycle of learning, growth, and evolution.

Did you enjoy this reflection?

Share your insights and leave your thoughts in the comments. Remember: your feedback enriches our journey of self-discovery and evolution. What have you learned about the barriers of perception, and how might this impact your personal and professional life? We are in this journey of awakening and expansion together.

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Hello, I’m Marcello de Souza! My journey began in 1997 as a leader and manager at a large IT and Telecom company. Since then, I have led significant network structuring and optimization projects in Brazil. Driven by a curiosity and passion for behavioral and social psychology, I delved into the fascinating world of the human mind in 2008.
Today, I am a professional dedicated to uncovering the secrets of human behavior and driving positive change in individuals and organizations. With a Ph.D. in Social Psychology and over 27 years of experience in Cognitive Behavioral and Organizational Human Development, my career spans various areas:
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My strong academic background includes four postgraduate degrees and a Ph.D. in Social Psychology, as well as international certifications in Management, Leadership, and Cognitive Behavioral Development. I am a co-author of the book “The Secret of Coaching” and the author of “The Map Is Not the Territory, the Territory Is You” and “The Diet Society” (the first of a trilogy on contemporary human behavior – 09/2023).
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