Presenting novel Scientific Inquiry Practice to bring Senses and Emotions to Awareness and Change Action Patterns through Unconditional Sustainable Leadership

This article is the second of two articles about a study using action research with individual therapeutic training of sensory and emotional skills as the action intervention to create long lasting individual, organizational, and food safety culture change. This article focuses on practical training in experiential learning through MER Inquiry Practice to address and sort out conditioned action patterns and facilitate experience-sharing. Sensory and emotional competences are trained to reach root causes and through emotional leadership make sharing of experiential learning possible. This meets a present challenge in both business and research settings, where sharing of knowledge does not provide sharing of experiential learning, making it easy to get stuck in status-quo (conditioned) settings, being unable to reach root causes. Continuously bringing senses and emotions to awareness creates the possibility to change conditioned action patterns through Unconditional Sustainable Leadership, meeting senses and emotions unconditionally thereby taking a sustainable human leadership, honestly and empathically. Reflecting the human development process of what to do, ‘results’ and how to do it ‘methods’ and sharing practical insights from an experiential perspective, this article presents combined methods and results sections. The reader is invited on an experiential journey to engage in a deeper exploration of own conditioned action patterns and how to change them through MER Inquiry Practice, providing hands-on experience of how this practice improves relationships and sharing of experiential learning, in both business, research, and private settings. Four learning typologies created during the study are presented during the journey inviting the reader to recognize how the typologies are present in themselves, to become able to exchange experiences and sort out conditioned action patterns. This article presents a novel scientific Inquiry practice that may be used in research and business settings to change conditioned action patterns through Unconditional Sustainable Leadership.