Reimagining Ritual

We human beings need rituals, and we create them everywhere. We have rituals for getting up in the morning, rituals for brushing our teeth, rituals for making breakfast, rituals for leaving the house, rituals for speaking to our families, rituals for paying the bills. And our organisational life is brimming with them – rituals for checking our emails, and rituals for responding to them; rituals for interviewing, hiring and promotion; rituals for the presentation of documents and proposals; and rituals for meetings.

Each ritual, whether private or public, gives us a stable form for our actions and relationships – a way of navigating without having to reinvent ourselves again and again. But each is far more than just a repetition of particular behaviour. A ritual – with its particular structure and pace, style and mood, and with the specific roles taken up by those engaging in it – brings out and rehearses a kind of relationship with life and with one another. And the more we perform it, the more habitual and familiar that style of relating becomes for us.

This, in itself, can be a fascinating area for study. Who am I being when breakfast is a coffee grabbed on the run from a street vendor on the way to the train? And who would I be if I made time to prepare food for myself with care and attention, and with enough time to eat? Who are we being when we gather in the meeting room, rehearsing the familiar pretence that we’ve read the agenda already and checking for emails under the table? And who would we be if we set our devices and papers aside, looked one another in the eye and talked about something really important until we were done?

We don’t have to continue simply enacting the rituals we’ve inherited in a thoughtless way. We could make a start by understanding that even the existing rituals with which we’re familiar are fertile ground for reimagining – and that there are many interpretations available which could bring us into more truthful, engaged and alive relationships with ourselves and those around us.

We could sometimes take up the ritual of travel from place to place as a way of cultivating wonder at the world. We could reinterpret the rituals of getting up in the morning as a way of bringing out exquisite care for ourselves and those closest to us. We could take on our rituals for spending money as an opportunity for cultivating sacredness rather than running afraid or getting just want we want. And we could even take up the ritual of meetings as an opportunity to build welcome, truth and openness rather than as a way of reminding ourselves who’s in charge, how busy everyone is, and how in control of things we are.

 

Left Out

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Conversations frequently left out of the discourse of professional life:

What you’re feeling – a potential source of enormous insight and connection to others

What you care about – especially if different from those around you

Your history – the story of everything and everyone that brought you to this moment, the discoveries and losses and experiences that have shaped you

Your weirdness – the unique artfulness and way of seeing that comes from you being you

Your imagination – your capacity to invent beyond the bounds of convention, the energy for life which stirs you to break out of the ways you’re held in

Your longing – the life and world you’re in the midst of bringing forth

We shut them out with excuses. They’re ‘soft’ subjects, while business is ‘hard’. They’ll open a pandora’s box or a can of worms. This is a work-place, not a therapy session.

We lose so much when we continue to exclude the passions and possibility of the human heart from so many of our endeavours. And it damages us too, because before long we reduce ourselves and others to shadows of ourselves, inoculated by our cynicism against demonstrating care for much that is of genuinely enduring value to human life. Is this really the way you and your colleagues began your journey into the life of work? Can you even remember?

That work should be this way was sold to us by the early industrialists who needed scores of people in their factories to button down, fit themselves in, and stay in line. They appropriated the language of rationalism and science to fashion people into tools, cogs, and components so they could build their great money making machines. And we bought it, continuing a pernicious myth that shallows our relationships and possibility.

The world faces many difficulties right now, and addressing them is going to take all the generosity, wisdom and heartfelt commitment we can muster. Do we really intend to keep on working to shut that out from the world?

Human Resources

Intelligence. Creativity. Love. Strength. Openness. Connection. Inspiration. Tenderness. Discipline. Rage. Courage. Artfulness. Curiosity. Compassion. Wisdom.

All of these are human resources.

What we’ve done by calling people ‘human resources’ obscures this. It forces us into a category that includes money, electricity, technology and fuel. This way we become objects rather than subjects, commodities rather than people, tools for production rather than living beings, ‘it’ rather than ‘I’. It’s an example of what in philosophy would be called a category error – a misunderstanding of the nature of things.

So is it any wonder that the systems and language we invent seriously limit the expression of our true resourcefulness?

Behaviours we expect people to follow – as if human beings had no interior world of discernment, meaning, and feeling from which their actions flow.

Values we expect others to take up uncritically as if they couldn’t determine for themselves what they’re deeply committed to.

Competency frameworks we design as if skillfulness, artistry and human ingenuity could be reduced to a set of bullet points.

Management that aims to reduce individuality, creativity and surprise, as if people were an irritant that gets in the way of the smooth running of the machine.

None of these do anything to amplify the real resources human beings have to bring to their lives and work.

And while we might think we’re only treating others in this way, we can’t help but diminish our own humanity each time we treat people as if they had little humanity of their own.

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Eudaimonia

When we measure effort by results alone – return on investment, percentage growth, money made, units shipped – we easily forget that it’s the nature of human beings to be shaped by what we do. We’re profoundly affected by the actions we take, even if we choose to pretend that’s not the case. We become what we do.

And there are real consequences to our wilful blindness. Pushing ourselves ever harder to hit targets with no consideration of the bodily and emotional costs leaves us drained, anxious, depleted, and unwell. People die emotionally this way. Or our relationships shrivel. Or, frighteningly often, we lose our lives because we’ve attended so little to our own genuine care (in Japanese there is a special word, Karōshi – death from overwork – that names this phenomenon).

We’re equally traumatised and diminished when we repeatedly treat our colleagues or customers as if they are a means to an end, when we treat ourselves as if we’re a means to an end, when we speak corporate jargon that numbs and distances us from the truth of our experience, when we try to shoehorn our human fluidity and agility into rigid job descriptions and lists of corporately-sanctioned behaviour, when we mouth platitudes and sign up to ‘values’ in which we do not believe, when we turn up to meeting after meeting in which we have no role and no intent to contribute, when we abandon our cares and concerns in order to get ahead, when we live as if redemption will come in the future (when we get that promotion, job, car, or house), when we mute our own voice because we’re afraid, when we give up our artistry and integrity to serve a set of aims that are at odds with our own, and when we continually ignore the longing of our own hearts and the signals of our own bodies that we’re living at a remove from ourselves.

And yet all of these are what many of us have been taught is precisely what is required by the world of work. We’ve come to believe that success in these self-harming domains is the success we’re striving for. That productivity must always come ahead of care for ourselves and others. That this is simply what we have to put up with, or even that it’s good and necessary to have work be a means by which we absent ourselves from genuine flourishing. And by taking this to be true we enslave ourselves, willingly, to a convenient but destructive myth that has supported the kind of economy upon which many countries have relied for decades, a myth supported by the Cartesian premise that the human mind is separate from the body (so we don’t need to pay attention to the impact our work is having on us), that human beings are essentially broken (so we have to continually push harder to make up for our inadequacy), and that redemption will come from status or being able to buy more stuff (a premise which, itself, keeps the whole edifice going).

In the midst of all of this, it’s no wonder that so many people feel only half-alive, and that so few of us can imagine that work or life could be any different.

But there are other ways of being available to us, and we know them already.

The ancient Greeks had a word – eudaimonia – for the living and working practices of a life well-lived. It means living in accordance with life’s good spirit, living with a commitment to flourishing as well as to excellence in our endeavours. Specifically it means living in a way that cultivates virtues in ourselves and others – those qualities which themselves bring life into the world. Cultivating virtues cultivates our sensitivity to the needs of life and our capacity to do the pragmatic work needed in order for us to live well.

Indeed for the ancient Greek philosophers it was the very definition of excellence and an ethical responsibility to attend to the kind of human beings we become, even as we pursue our other aims and goals. To attend patiently to our practices, becoming more and more able to cultivate hope, compassion, wisdom, beauty, justice, mercy, patience, enthusiasm, peace, creativity and any number of other of virtues. And as we do so, becoming the kind of presence that makes it more and more possible for others us to do the same.

To actively work on the expression of virtues is to actively work on being an expression of life, which in turn breathes life into the people around us. And it’s not a luxury or an option either – we always need these qualities in the world, in the brightest of times and in the darkest.

Of course, cultivating virtue in ourselves is far from easy. We simultaneously have to work on our willingness to step forward and take risks, to work productively with our own inner demons, shame and self-criticism, to be able to let go of our preferences (giving up doing what we like and instead doing what’s called for), and to develop sensitivity for the needs of others and for the needs of the world. There isn’t much in the world of work for most people that encourages us to do that. Most of the time we’re more comfortable staying small, and afraid, and within the familiar bounds within which we know ourselves. And most of the time the culture we’ve cultivated in our organisations would have us do the same (even while we publicly extol the value of ‘thinking outside the box’ and run corporate wellness programmes that serve to cover up the difficulty we’re in).

Today, as we face a wide range of difficulties and tensions that are tearing at the way we’ve done things so far we could, if we wish, reimagine how we work, and reimagine leadership as we do so. We could define leadership in eudaimonic terms, making the work of ‘cultivating virtue in ourselves and others’ the primary task.

And we could, as we do so, find out how much more able we can be in responding to the world in ways that serve everybody, rather than only a narrow set of concerns shaped by targets, unquestioned growth, or our wish to fit in.

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Jonathan Sacks on the Politics of Anger

I’ve been reading, a lot, over the past few days, and noticing how my mood swings as I read. Here, I read an article about the inevitability of the coming destruction, and I am afraid. There, I read that it’s not going to be so bad, and that what is happening in our politics is just a downward blip on an upward trend, and I feel settled. Seeing this has helped remind me how changeable my feelings are, and how important it is that – whatever I’m feeling – to get to work on what needs to be done.

What seems truest right now is that nobody knows what’s going to happen, and of course we cannot know. Being afraid for too long doesn’t help – it causes us to flee, or numb out, or freeze, or perhaps fight one another. We can instead admit that we don’t know, that there’s much at stake, and start to do whatever we can do to improve things. Sitting around, hoping our lives won’t be affected and waiting to see how it turns out is surely an irresponsible strategy.

Getting to work, even when we don’t know how it’s going to go.

That’s what hope is.

Today I’d like to recommend that you read Rabbi Jonathan Sack’s article from today’s Daily Telegraph on the politics of anger, on paying attention to what’s happening in our societies, and on what’s called for in us in order to respond. As I’ve been writing these past few days, it seems to me one of our urgent tasks is to take active responsibility for the kind of society and economy we’re creating. It’s going to mean a lot more listening, much more speaking up, some difficult choices for all of us, much possibility, and our ongoing commitment to hope. For those of us who work in organisations, it’s going to mean speaking up – starting now – so that we can be part of the change. Rabbi Sacks articulates this beautifully, and urgently, and his article is powerful call to action. Please read it.

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Naming

How strange and beautiful names are.

We know we are not our names. You and I are not a Justin or a Sue, a Peter or a Dan, a Zephaniah or a Helen, a Lucy or a Grace, even if that is what we have been called all our lives. Our names never capture us in our completeness, our wholeness, or our complexity.

And yet we also know that our names are powerful. With them we can be referenced, talked about, called to account, questioned, criticised, recalled, honoured, resented, planned for, dignified and loved in ways that would not have been possible before human beings had names for one another.

What we name becomes available to us. Naming brings us into relationship. Naming directly shapes who and what we’ll notice and pay attention to. And naming shapes who and what we have to take care of, just as avoiding names shapes what we’ll ignore.

And this is why it’s important we find out what we’re resisting naming – in our families, organisations and politics. And why finding accurate names for what we’re turning away from is a deep and necessary act of creativity, dignity, and responsibility for one another.

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The perfect mistake

My school German teacher would not tolerate mistakes. His way of teaching was to interrupt us, every time, if we made a grammatical error, even if we were halfway through a sentence. And so while I learned German just fine as an academic subject, a detached exercise in reading and writing, I never learned to speak with any facility. My body – faced with a real German-speaking human being – simply wouldn’t do it.

It’s this that clearly illuminates the difference between learning about a subject and developing ongoing, embodied skilfulness to do something with it. Learning a skill always requires risk and the possibility of getting it wrong. Indeed, we become skilful in the very process of messing up, feeling ashamed and confused, and then trying again in the light of what happened. Making mistakes, and the possibility of shame, call from us the kind of engaged involvement that’s required for our activity to have sufficient power to disorganise and reorganise us, which is the mark of any lasting learning.

As Hubert Dreyfus argues in On the Internet, this is why online learning (now so in vogue in the world of organisations) is fabulous for learning facts but not good at all for learning to master any complex or sophisticated skill – there simply is not enough contact with the bodily presence of others and insufficient social risk to have our mistakes (or the risk of mistakes) affect us.

It’s also why author William Westney argues (in The Perfect Wrong Note) that our fumbling errors made when learning a musical instrument are so constructive, useful, and enlightening, especially if they happen in the presence of a teacher or group of peers.

And it’s why my teacher showed us German, brilliantly, as an exam subject but did not – because he would not let us fail – teach us how to speak.

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Fear is easy

Fear is easy.

Really easy.

It spreads, like wildfire – my fear becoming your fear becoming their fear becoming my fear again.

It makes us feel special – if I’m so afraid, there must be important things to do, like saving myself or saving the company or saving the country. At last, because of fear, I have a role to play.

It makes things look simple – there is no choice here, no nuance, no time to talk together or think together about what’s really called for, or if we’re doing the right thing, or what the consequences over time might be. There is just action, this action, my action, and now.

It helps us look right – how dare you suggest another way, a different way? Can’t you see what’s at stake here? How risky this is? How much we have to lose?

It saves us from having to listen to one another – if you’re not with me you’re against me, and if you’re against me you must be wrong, and it’s because you’re wrong and all of those others of you who are wrong that we’re in this terrifying mess in the first place.

It saves us from having to think – that there might be another way to see this, that your point of view might have merit, or integrity, or something to offer.

It saves us from shame – at the ways I’m hurting you, or hurting myself, or hurting those who will come after us.

It sells – the idea that I’m the best, that my way is the right way, that we’re the chosen ones, that they’re out to get us, that you have to work harder, that you must never stop, that our values are under threat, that we have to do this vital but terrible thing, that after all it’s only business or politics or necessity.

It allows us to justify – these punishing targets, our culture of hyper-activity, my monitoring of your every move, the hours I expect you to work, our obsession with measurement and deliverables, my not listening, our race to the lowest common denominator, your being available at every moment, our treating others as objects.

Of course, fear works best when it doesn’t display itself as fear. It’s at its most potent when dressed up as civility, and best practice, and just-doing-business, and competency frameworks, and HR policy, and micro-management, and ‘smart’ goals, and this-is-work-not-a-playground-don’t-you-know.

Fear is easy, and fear is cheap, but it’s dignity that sets the human spirit free to contribute, and create, and address our difficulties, and listen, and change things, and improve our situation. And dignity takes work, and courage, and honesty, and sincerity, and integrity, and wisdom and compassion and humility and love.

Yes, love. Not a much-respected word in many organisations or in politics, and easily dismissed by the easy politics and business of fear. But it is indeed love that reminds us how brilliant human beings can be, how capable, how varied, how much there is to marvel at in our situation and our capacity, and how much we need all of this right now, just as we always have done.

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When hiding anxiety only fuels it

A story about the trouble caused when we can’t talk about shame and anxiety in organisational life:

A global retailer struggling to meet the expectations of the markets, brings in a new measurement system for its stores, with more than sixty targets to meet.

A daily ratings table of stores is published internally, naming those meeting the targets and those falling short. It’s described as a logical move to increase performance in difficult times. And at the same time, it allows the board to deny the anxiety they’re feeling: “we’ve done everything we can do, and we’ve responded in a clear and rational manner to market conditions”.

Meanwhile, the ratings system has very effectively pushed the anxiety onto the store managers, where even respected, skilful, long-serving managers are reduced to a daily jostle for the top few spots. Unable or unwilling to challenge the system itself (after all, it’s apparently a rational response to the current difficulty), they start to put pressure on their department heads for the daily delivery of the targets. And, unable to start a conversation about how all of this feels to everybody, the department heads – fearful of being shamed – look for whatever they can do to hit their targets.

This is where the real trouble begins.

Because in the face of unnamable anxiety and the unbearable threat of shame, even respected, diligent department heads start to look for ways to game the system.

Numbers are fiddled. Statistics reinterpreted. Orders are left piling up in the warehouse because nobody can keep up with the new standards for shelf layout. Items in the store are relabelled so that products look like they’re available when the mystery shopper team comes around. Staff members are taken off other important duties to work on the tills when queue-length is measured, but the queues are allowed to reach enormous and frustrating lengths at other times.

The target numbers are, frequently, met – aside from for those few unfortunate store managers who aren’t wily enough to play the system – but standards drop relentlessly across the group and customers start to take their business elsewhere.

Public shame, skilfully dealt with. Skilful gaming of the system, denied. The organisation becomes a system for avoiding anxiety rather than serving customers. Nobody talking about it – “it’ll open a can of worms”.

You can see this same drama played out in hospitals, whole health systems, schools, retailers, service industries, transport, government, with huge and debilitating effect.

And in most places nobody’s talking about what’s really going on, because we’ve made mood undiscussable.

If we’re going to deal with all of this – and we must – we’re going to have to wake up to the fact that organisations are always made up of people, and people are always caught up in moods that shape what can be seen and what’s possible. Our insistence on understanding people as detached, strictly rational parts of a well-oiled machine is not doing anything to address these difficulties.

And without the courage to do this, we’re going to condemn ourselves to a future of looking good while we undo our best and most important efforts.

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Imagining or listening?

imagining

Our capacity to imagine allows us to convince ourselves that we know other people – their intentions, their wishes, their inner worlds – when we hardly know them at all. But what we are sure we know can so easily turn out to be simply what we’ve invented. And once we’re sure, we quickly discount evidence to the contrary, reinforcing what we’ve imagined by the selective way in which we look and listen.

We can imagine grudges and resentments, frustrations and slights, judgements and failings, hurts and distances, all without even once checking that they are true. And we can go for years, thinking we know others, when what we know is our story about them.

We do this with lovers and enemies, children and parents, siblings and friends, colleagues and acquaintances. We do this with people whose culture is different from our own, people who live or speak differently from us, people who vote differently.

And all of it feels so real.

There is one simple, and difficult, and necessary way to address the suffering, distance and estrangement that comes from our imaginings, and that is to listen.

Simple, because all of us are able to ask another ‘please, tell me about yourself, tell me what I need to know in order to understand you more fully’. We can do this with loved ones, with work colleagues, and across seemingly unresolvable divides. And we can start today, even if we have never had such a conversation before. All it takes is a willingness to be present and to hear, fully, what the other has to say.

Difficult, because listening in this way means we have to drop our defensiveness, our wish to hear things only on our terms, our fear that we won’t like what is said. We have to allow ourselves to be vulnerable, available, open. This is not the same as giving up our own way of seeing the world or simply doing what another person asks, but it does require allowing ourselves to be changed by the encounter. And this calls on us to summon up reserves of courage and grace and compassion, and to give up being in control all the time.

And necessary because our imaginings so easily act as a wedge between us, prolonging our difficulties, denying us the creative and nourishing possibilities of relationship, and blinding us to suffering as well as to the light and goodness that is in us and all around us if we’ll only look.

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Love made visible

Below, nine narratives, nine stories, about what work could be for.

Whether we choose one of these, or one of the infinity of others that are possible for us, there’s no doubt that our narratives have a powerful role in shaping our identity, what we notice, what we think is possible and important, and our relationship with others.

Change the narrative and we change what work is for and much about how we experience it. Change the narrative and we change our relationship with our difficulties and possibilities, with the sense we make of the past and of the future.

Do any of these offer a new way of seeing what you’ve been doing so far…

… and what you might take on next?

Work as…

.. a way of setting the world straight – fixing what’s wrong, making good, bringing integrity, standards, and justice into the world

.. love made visible – an opportunity to dedicate ourselves to our deepest commitments with our minds, hearts and bodies, and in relationship with others

.. a way to cultivate excellence – finding ways to do things better, with greater impact and with ever-increasing quality of attention and skill

.. an expression of artistry – work for its own sake, for the depth and expression and creativity that is unique to human beings

.. an opportunity to learn and discover – work as the pursuit of understanding, learning a field from end to end and using that learning to solve problems that would otherwise continue to challenge us

.. a way to lay down secure foundations – work as what makes it possible to have somewhere safe, dry and warm to live in, a shelter for ourselves and those we love, and the resources that will help us respond to unknown future challenges and possibilities

.. an exercise in freedom and hope – work as what enables us to break the confines of otherwise predictable lives – to play, to experiment, to meet people, to try out new things, to bring into our lives and into the world that which has not been so far

.. a challenge to the status quo – work as a way of upending things that need upending, revolutionising what needs revolution, using our power to shift cultures, expectations and the way things are done.

.. the practice of peace – work as a way of bringing people together, forging community and connection, relationship and shared purpose, a way of having our many differences serve us and each other rather than separate us

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Your family, your team

Here’s a powerful method for working with, and talking about, the unconscious projection of family relationships onto other situations (your team, for example).

1 Map your own family

Start by drawing your own family system – the one in which you grew up. Include everyone who seemed a significant presence to you during your childhood, for better or for worse – parents and siblings in particular, and perhaps aunts, uncles, cousins, grandparents.

Map it out on a piece of paper. Draw a circle for each person, with the distance from you showing the amount of contact, and the thickness of line showing the quality of relationship you had (thicker = stronger). For example:

If you wish you can give more detail to your map by noting the mood of each relationship you’re mapping (supportive, caring, threatening, confusing etc).

2 Map your team

Now think about your current work team as if it were a family.

Who do you think takes up what roles? Can you see parents, siblings, cousins, outsiders? What is the age order in this system (it may not be the same as your actual age order)? Who is close in, who is further out? Include yourself in this exploration – specifically, who are other people in the team to you (older brother, younger sister, cousin, parent etc)?

Draw out your team ‘family’ in the same way you did when you mapped your own family.

Do you notice any connections? Similarities? Resonances between the family map and the team map? Can you see any way in which the relationships you take up in your team echo the relationships in your family? Does any of this suggest new actions you wish to take, new possibilities you wish to pursue, or things you’d like to stop doing?

3 Talk about it

Here is where the magic begins. Host a conversation with your team in which you share your family map, your team map, and the insights that have arisen as you compared the two.

If your colleagues are ready, invite them to do the same. Remember that what you’re sharing is each person’s experience – so be curious, gentle, generous, welcoming and as open as you can. This is an exercise in understanding one another, in knowing your shared humanity, not in convincing one another or proving a point.

If you’re willing to be kind enough, and interested enough, and truthful enough, you may just start to give yourself new language that you can all use to observe yourselves in action – and a way of catching the underground patterns that have you relating to one another as if you were people from there and then rather than the people you’re working with here and now.

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Seeing through it

Given how often our naturally associative minds fill in the gaps in our experience with the ghosts of memories, projections, and transference, what are we to do?

Let’s start with understanding that all these processes are entirely natural and – in many circumstances – entirely necessary. Faced with something new and unknown, it’s quite reasonable and very helpful that we have the kind of minds that enable us to predict what might happen and take action on the basis of our predictions.

But let’s also understand that in many situations our associative understanding of the world causes enormous trouble: when I try to gain your approval as if you’re a parent because of the way you have positional authority over me; when I treat you as I do my younger brother because you’re a peer on my team; when I project onto you those aspects of myself I don’t like or can’t tolerate, and judge you or criticise you because of them.

As I have written here in recent days, each of these can lead us into all kinds of difficulty because we are no longer relating to the people around us as they are. So how can we work with colleagues, lead an organisation, parent or be a friend in a more truthful way, a way which is responsive to what’s happening now and here rather than what was happening then or over there?

Perhaps a powerful and insightful place to start is to take up the discipline of regular self-reflection. Buy yourself a journal – something you’ll be pleased to write in. And a pen that you’ll enjoy writing with. And then write, daily. You can uncover wonders with just a few minutes of attention each day (some hints on how you could do this are here).

Write about what you see in yourself – your thoughts, what you experience in different situations, and the actions you find yourself taking. In particular, write about what it feels like to be with others. Where do you feel small, diminished, like a child? Where do you feel grandiose, puffed up beyond your normal stature? With whom do you feel judgemental, angry, resentful? Whose company are you drawn to?

And then, most importantly, write about what each of those feelings remind you of. It’s here that there’s the most uncovering to do – that the watchful, vigilant state you find yourself in with Paul reminds you of the feel of being with your father when you were small; that Dana irritates you the way you feel irritated with your sister; that you long for signs of Karen’s appreciation for you like you did with your mother.

Often it’s just the seeing of our transferences, projections and memories that allows their grip on us to start to loosen – that allows them to move from having us so that instead we can have them. And such self-reflection is vital work for all of us to do, if we want to take responsibility for the systems, communities, organisations and families in which we live our lives.

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Ghosts

We search for patterns, often without knowing that we are doing so, filling in what we can’t be sure of with what we can already grasp. And so it is, as I have been writing in the last few days, that we so often relate to other people from our memories of them, or we project onto them aspects of ourselves to fill in the unknown we encounter in them.

But that’s not the end of it. We also easily and unconsciously relate to other people as if they were key figures from other systems and constellations of which we have been a part, in a phenomenon known as transference.

So you join a new organisation, and find that there’s some way in your new boss reminds you of your father. And even before you know it, you’re filling in the blanks as if that’s just who he is. When he doesn’t reply to your email, it feels like all the times you were ignored in your own family. When he’s short tempered or curt with you it reminds you of the times you were judged, and you imagine his reasons for judging you are the same as those you remember from home. You find yourself seeking his praise, repeating the ways you learned to get noticed as a child. And you feel warm and supported perhaps exactly when you get the kind of recognition you longed for when growing up, but feel unseen when he’s recognising you in other ways. And all the while, you have no idea this is going on.

And he, simultaneously, is responding to all the subtle cues that come from the transference you are experiencing. Perhaps you now remind him of his own child, and he finds himself treating you in this way. He looks to praise you the way he praised her. He is frustrated with you for what frustrated him about her. He is reassured when you respond in ways that feel familiar, and confused and exasperated when you don’t fit the pattern that years of habit have taught him.

Before you know it, you have planted the ghosts of brothers and sisters, mothers and fathers, teachers and enemies and lovers among your colleagues. And each one of them, in turn, has recruited you into a role you may know nothing about.

And all of you are in a dance that everyone is dancing, even though nobody can see the steps the others are following. On and on, through and through, transferred memories of families and systems that are not of this place, the weave from which your conversations and relationships, your delights and your many troubles, are spun.

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On Aliveness

Important questions for any of us who care about our work:

  • Do the daily practices and rituals of my workplace cultivate aliveness and soul in me? In others? Or do they stifle life and squash the soul? (hint: it’s often our attempts to control that squash the very aliveness we need).
  • If they stifle, am I really prepared to live with the consequences of work that’s forgotten how to live? Really?
  • If I’m not willing to live with this, what am I going to do about it? What will I stop? What will I ask others to stop? What practices will I invent and initiate – even as an experiment – that could have things be different?
  • And am I ready to take the risky and vital step of leading… of being someone who treats this as with at least as much dedication as I show to our productivity, or to how much money we make?

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Wading together

The kind of tiredness that tells us we don’t want to be here isn’t just a private, personal matter.

How many meetings have you been in when it seems like everyone is tired in this way, but nobody is saying? And how many times have you pushed on, resigned to the pointlessness of the conversation, determined to keep going in the hope that it will help it be over more quickly?

Over a decade ago, before I knew how to work with any of this productively, I was in just such a meeting. On a hot July morning, around a kitchen table, we made a decision to commit the company I co-founded to a multi-year project that would require all of our energy and most of our remaining resources. What I remember most was how the conversation felt – like walking through hot, sticky treacle, or wading through mud. Speaking was difficult, listening was harder, and mustering a ‘yes’ for what we were deciding to do, harder still. And what made it most difficult was the sense that others in the room were experiencing the same heavy tiredness but keeping it quiet. It doesn’t surprise me that the project didn’t work out well.

What I came to see sometime afterwards was how powerful it could have been for any of us to say what we were experiencing, to ask ‘how does it feel, right now, to be having this conversation?’, and then to be curious about the response. We might quickly have learned about the reservations many of us had, about how we were trying to hide them in order to avoid conflict, and about how much life was missing from this particular project that might have been expressed – productively, willingly – in another.

Tiredness like this in a meeting can very often show us that we’re avoiding something, or trying to make a commitment that’s not sincere. And if we’d known this – and acted upon it rather than pretending all was ok – we might have given ourselves a chance to dedicate our efforts over the following two years towards a project that really mattered to us, one that would have brought our our fullest, most whole-hearted commitment and with it, inevitably, our most generous, creative response.

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When tiredness speaks

Let yourself listen to what your body has to say.

For it surely has something to say. Honour its wisdom, even if you can’t yet tell what it is.

Start with tiredness. The tiredness that suddenly sweeps over you in a meeting, in a conversation, on walking into a room, when an argument begins, when you’re not getting your way.

What kind of tiredness is this? Surely not the late-at-night tiredness, the not-enough-sleep tiredness.

But maybe the tiredness of bending yourself out of shape, the tiredness of fear, the tiredness of goals that aren’t sincere and commitments that aren’t genuine, the tiredness of saying yes when you mean no, and no when you mean yes.

And maybe the tiredness that your body brings you when it needs to point out that, despite what you’re telling yourself, here is not where you genuinely want to be.

With thanks to Jonny

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A conversation for clarification

Between the moment one person asks and the other responds comes a necessary but often neglected step – a conversation between both of you to determine what’s actually being asked for.

I know it sounds obvious when said this way but how often do you take the time to talk and listen before you say ‘yes’ (which most of us are conditioned to do) or ‘no’?

Without this conversation for clarification, it’s so easy to launch into a project that’s:

  • not wanted (those three pressured and frantic days writing a financial report when all that was needed was a single paragraph summary)
  • not yours to do (the hours you spent trying to understand the figures when there’s someone else who could do it in a half hour)
  • not something you were ever really prepared to do (and now you have to find a way to wriggle out of it, or delay, or pretend you’re busy, or make excuses)

Hierarchical relationships at work make this more difficult, of course. Perhaps you avoid the conversation because you don’t want to look like you don’t know, or like you’re unsure, or like you’re anything less than fully committed. And then there’s navigating feelings of uncertainty, or fear, or shame.

But how can a yes be a yes, or a no be a no, unless you understand what it is you’re saying yes or no to? And how much precious effort and time gets wasted on the ‘yes’ that was yes to the wrong thing or never really meant at all?

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Productivity

Ten factors that are more important than the productivity you’re measuring:

  1. Who you have around you
  2. and who you’re supporting
  3. What you’re paying attention to
  4. and what you’re denying, ignoring, or turning away from
  5. What you’ve dedicated yourself to
  6. and how big the questions are that you’re asking
  7. The extent to which you’re doing your work from fear
  8. and the extent to which you’re doing your work from love
  9. How open you’re prepared to be
  10. and whether you’re willing to care

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Busyness and fear

Three basic human fears about what we do:

That what we’re doing doesn’t matter. That, quite probably, it’s meaningless.

That what we’re doing doesn’t help. That it doesn’t make a contribution to anyone.

That when we’re gone, all our efforts will amount to nothing.

Notice how it’s our busyness that has such amazing capacity to distract us from our fears, to numb us to them. And that it’s our busyness, precisely because it distracts us so well, that has such capacity to make our fears turn out to be true.

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Over-reaching

A very dedicated and successful swimmer once told me that the way to extend your reach in strokes such as the crawl is first to over-reach. To add 5cm, practice extending by 10cm for a while. The over-stretch, she told me, teaches the body to settle into a new configuration so that, on relaxing again, your established stroke lands somewhere between where you started and what you reached for.

Over the coming days I want to see if I can point out some ways in which we’ve over-reached with the project that René Descartes started, and how we might restore to ourselves some measure of balance in which reason, with its power to cut through and generate truth, takes up its place alongside the no less important virtues of goodness and beauty in our organisations, our institutions, and our society.

I think this is important not only because we’ve used the sharp-sword of detached reason in places where it destroys rather than nurtures (I started to lay some of those out in this post), but because we’ve done ourselves a huge disservice in worshipping the cartesian method to the exclusion of all else. Whenever we’ve used it inappropriately – forcing it into places where it cannot help us, such as in our attempts to scientifically measure love, or meaning, or care, or art, or ethics – we’ve blunted it, confused it and diminished its power.

I can’t help but think that our misuse and misunderstanding of the methods of objective reason contribute to the spread of quack cures that look convincing because of their scientific-sounding language, to the many failed projects to measure and produce ‘engagement’ in our organisations, to our all-too-easy trust in the explanations given by our politicians, and to our obsession with education systems that train our children to score well in exams (and in easily measurable subjects) rather than develop wisdom and skilfulness in living.

Perhaps by being clearer about where objectivity helps us, and where it does not, we can cut through our confusion about reason itself. And this is important because just as we can’t flourish without goodness and beauty, we certainly can’t flourish without reason either.

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Reason and truth

Over the past few weeks I have been reading, and very much enjoying, Rene Descartes’ ‘Discourse on Method’, a book he wrote in the early 17th century with the intention of cutting through the confusion of the times in which he lived.

Insight into the genuine nature of things, Descartes said, had become so hidden behind layers of superstition and dogma that even the most intelligent and sharp thinking people of his generation were muddled and incoherent. It rightly bothered him that wisdom was so hard to find, and that attempts to establish a more solid basis for truth about the world were rewarded with punishment and scorn. He was keenly aware that his contemporary, Galileo Galilei, had been condemned and imprisoned by the Church for showing that the earth revolved around the sun and that human beings, contrary to dogma, were not the centre of the universe. And he became committed to laying out a new way of understanding the world that could influence the very people who held the newly emerging sciences in such contempt.

Reading Descartes is illuminating. He is warm, witty, playful and extraordinarily clear. And, throughout, he painstakingly describes a powerful method for arriving at truth that cuts through misunderstanding, prejudice and confusion. In many ways his method is simple. Doubt everything and only take as true that which you can prove by stepwise logical reasoning from first principles. Distrust your own judgements. Distrust your heart and emotions. Distrust your body. Distrust all of your experience of the world. Start with the only thing that you can really know – that you exist and that you are thinking – and rebuild the world from there, rigorous careful step by rigorous careful step.

The genius of Descartes’ work is that it works. By doubting all that we take for granted, and by establishing a method by which we can observe the world and prove things from it, he cut through centuries of irrationality and provided a firm basis for the sciences that have revolutionised the world in which we live. And not only is his method robust, reliable and truthful, in principle it can be learned by anybody.

No longer was it necessary to believe something simply because someone else told us to believe it. With the Cartesian method we could find out for ourselves that something was true. Or we could ask those making a claim to show us the steps they’d taken in claiming it. And so as well as establishing a new way of generating truth about the world, he democratised it, taking it out of the hands of those with power and giving it to all of us. The explosion of creativity and insight in mathematics, chemistry, physics, biology and the computational sciences that followed have transformed every aspect of the world – what we can make, what we can understand, what we can do, and what we make of ourselves and our place in the universe.

While there are many limits to the Cartesian way of looking at things, which I’ll get to another time, his plea for rigour and clear thinking strikes me as incredibly important at times like these when there is such polarisation, superstition, uncertainty and manipulation in our public discourse, our media and our politics. Descartes reminds us that there is a much firmer basis for our decisions than how we happen to be feeling in the moment, than our prejudices and fears, and than the stories about ourselves and others we were handed.

He reminds us that in many aspects of human life, doubting is a helpful and necessary orientation. And that there’s no substitute for looking closely, for checking evidence, and for talking with one another about how we’re reaching the conclusions we’re reaching rather than deciding in a vague, muddled or mistaken way on the big issues of how to live together.

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Supplier or partner?

A choice to make whenever you work with others: will you relate to them as supplier or partner?

Suppliers are there to give you what you ask for. ‘We want 300 widgets by Friday’ – there’ll be a supplier for that. The supplier does not need to know much about what you care about, or are committed to, beyond the needs of the current supply. Once they have fulfilled your request to the standards you lay out, their job is done. And in relating to them as supplier you become consumer – the one with the right to determine the spec, the one upon whose sole discretion the supply gets accepted or rejected, and the one who expects not to be challenged, or disturbed, or questioned.

The consumer-supplier relationship, even if it lasts over a long time period, is essentially a relationship of safety and utility (an I-It relationship). If someone else comes along who can give you what you ask for more quickly, or more cheaply, or with less fuss, have them supply you instead.

And while supply gives you what you asked for, it gives you only what you asked for. You may get what you want, but you may well not get what you need.

Partners are there to be in your commitments with you. To be a partner is to step in, to care about the same things that another cares about, and to build a relationship which can hold creativity, surprise, trust and difference. To be a partner is to be prepared to question the spec, the strategy and the premise, and be questioned in turn for the sake of the larger commitment you share. It’s to enter into something big together, to be influenced by one another, and to be in it for the long term.

When you step into a relationship this way, you invite the other party to join with you in your endeavours. As such partnership is an essentially I-You relationship, a shared commitment aimed at a far bigger set of possibilities than a supplier-consumer relationship can ever hope to address.

The partner-supplier choice applies to just about any relationship. Colleagues, employees, consultants you bring in, people who make things and services you use – any can be partner or supplier. In each case you choose. Will you invite the other to be supply for your requests or partner in bringing about what matters most?

Each kind of relationship has its place, and each has its consequences. But what gets most of us into trouble, sooner or later, is how often we try to make ourselves suppliers when a bolder, riskier and more significant contribution is called for. And how often we look for the safety and reassurance of a supplier, when it’s a partner that we really need if we’re going to have the impact on the world we’re hoping for.

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Five narratives for leadership

Five narratives for leadership…

… a way to get liked, respected, or to get what I want (all variations on an idea that leadership is an opportunity to fulfil my needs)

… an application of expertise – being the person who knows what to do, reliably, so that other people can be told what to do too (leading by being ahead of others and having other people be like me)

… a way to make sure people are measurably productive at what we’ve decided is to be done – rewarding with bonuses and prizes, threatening by withholding them, cajoling, pressuring, motivating, engaging, punishing, cascading (all variations on a theme that leadership is about getting others to produce measurable efficiency and productivity)

… a way of inviting a new conversation – asking questions that nobody is asking, pointing into collective and individual blindspots, helping others say no as often as yes, welcoming truth and difference, enrolling in compelling stories or counter-stories that allow others to make meaning of what they’re doing and free themselves to take action, and in doing so become skilful at coordinating their actions with one another (leadership as laying out a space of possibility by the stories and conversations we weave)

… a way to help others marshal their efforts by meeting the realities of the world – learning how long things really take, going with the forces of life rather than fighting against them, finding out how to take care of ourselves so that we are resourceful and creative, giving up doing what’s familiar in favour of what’s needed now, working with the complexities and unpredictability of big systems rather than trying to pretend the world works like clockwork (leadership as a way of helping others ever more effectively and wisely bring their intentions to the world as it is)

… a way of taking up our responsibility towards life – responding with acuity and sensitivity to the unknown and unknowable, taking care of the cross-generational consequence and possibilities of our actions, helping others overcome their fear and frozenness so they can contribute, being wide awake and present in the midst of it all and inviting others to be the same, helping others deepen their understanding of life and flourish within it, nurturing what needs nurture and undoing what needs undoing, practicing radical kindness, acceptance and generosity (leadership as a spiritual path)

Are any of these what leadership is to you?

And what’s the consequence – for you, for others, for those who’ll come after you – of the narrative you’re currently choosing?

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Cell walls

Human beings are not infinitely extensible.

We cannot keep on taking on more, saying yes to more, stretching our efforts into the late hours, getting up early, piling it on, squeezing it in, pushing ourselves harder and harder, without soon hitting limits.

First, perhaps, we reach the outer limits of what our relationships can take. But we say to ourselves that it’s not too bad, that it’s just the way life is, and we push on.

Later we encounter the limits that our bodies and minds can take, and we return home first ragged and exhausted, then increasingly unwell. We’re adaptable though. It doesn’t take us long to get used to be stretched as thin as we can go. And before long we carry with us lasting damage from the stress hormones coursing through our bodies.

And even though this kind of yes-to-everything is endemic in our culture and in many organisations, it’s largely there because we have not yet learned how powerful ‘no’ can be.

‘No’ is a boundary-making move. It’s a declaration that separates this-from-that. It’s through ‘no’ that we distinguish the important from the unimportant, what matters from what does not, and what we care about from what’s trivial.

We can learn much about this from living systems. In cells, for example, it’s the boundary-making properties of the membrane, that which distinguishes inner from outer, that makes the self-producing and life-generating processes of the cell possible.

A cell without a cell wall is just a splurge of protoplasm and organelles.

And just as there is no outside without inside, there is no proper, genuine, sincere ‘yes’ upon which we can act without the necessary, powerful boundary-making of ‘no’.

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The human function curve

This is the human function curve, the model which underlies what I wrote about our sense of unbreakability yesterday.

Performance (the capacity to act effectively on what we intend) is shown on the vertical axis. The horizontal axis shows what happens as stress or bodily arousal increases.

Some features of this graph that are worth noticing.

(1) The anabolic phase

Up until the inflection point in the middle of the graph, performance increases as stress increases. Some people call this ‘good stress’. It’s a function of our active engagement, our awakeness to what we’re doing, and our care.

In straightforward terms, the more we care and the more engaged and active we get, the more our capacity to act effectively increases. In this phase the body is in an anabolic state, actively supporting its own growth, energy, and self-maintenance.

And with sufficient attention to cycles of self-care, rest, exercise, and support – which help us stay towards the left side of the curve – it can be possible to remain in the anabolic phase over long periods.

(2) The catabolic phase

But there is a certain level of stress and activity, which differs for each of us, when the body’s response changes. In this catabolic or over-extended phase, the body starts to break down its own structure in order to supply the energy that’s required.

Just past the inflection point – if we notice – it’s still possible to restore ourselves by stopping and taking exquisite care. Sleep, appropriate and nourishing food, rest, and attention from others can return us to our self-generating capacities.

(3) Tipping past exhaustion

Because we’ve experienced increasing performance with increasing effort, and because we live in a culture which pays the body scant attention and seriously underestimates the need for renewing practices, we readily misinterpret what’s going on in the catabolic phase.

We think that our shrinking capacity is because we’re not trying hard enough – and our extra efforts push us to the right on the graph, exactly the direction that will cause us most harm

What works in the anabolic phase is totally inappropriate for the catabolic phase. Here, the more we try the more we damage ourselves and the more our capacity decreases. 

The appropriate move at this stage is to stop. Completely. 

But stopping, admitting we are not perfect, letting on to our vulnerability, asking for help – all of these are considered undesirable or impossible by so many of us.

Just when we most need to get on to our own humanity and physical limits, just when recovery without serious damage is still possible, we push on.

(4) Towards ill-health and breakdown

But they need me. But I’ll fail my performance review. But everyone is working this hard. But it’s the end of the quarter. But that project is about to ship. But it’s not possible to stop. 

But I’ll be letting them down.

But you don’t understand.

If we continue, as so many of us do, our bodies cannot cope any more. We get struck with a fever, an infection, or a much much more serious condition.

In this phase, let’s be clear, we put our ongoing capacity – and our lives – at profound risk. Though it rarely feels that way because, let’s face it, I’ve been ok so far.

And even though it’s abundantly clear that what’s required is taking care of ourselves, and insisting those around us take care of themselves too, so many of us continue to tell ourselves that it’s a luxury, an indulgence, and something we’ll get to only someday.

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On the economic narrative, and its limits

Behind any life, and any society, are numerous background narratives that give us a sense of who we are, who other people are, and what’s possible for us. They tell us how we can live, what’s of value, and how to relate to one another. And they tell us what’s important to pay attention to, and what’s marginal.

Sometimes the background narratives are visible and explicit in a family or community, such as the way in which biblical narratives give a sense of belonging and orientation to people who are part of some religious communities. But most often – even when there are visible and explicit narratives available – the narratives we actually live by are invisible, and we see them clearly only as an outsider entering a society for the first time, or when the narrative runs into trouble and starts producing unintended consequences.

For the last century or so in the West, we’ve lived in a background narrative that’s directed our attention most strongly towards what’s measurable, particularly what’s financially measurable, and has discounted almost everything else. The bottom line, financial return on investment, this quarter’s results – all have been taken for what’s ‘real’.

And at the same time, we’ve considered what’s not measurable largely ‘unreal’ – the quality of our inner lives, our relationships with others, supportive and close-knit communities, the care we give and receive, our capacity to nurture and appreciate beauty. We can’t pay much attention to these, we say, because in the ‘real world’ there are tough business decisions to make. There are profits to be made.

I’m not arguing that profit is somehow unreal, while beauty and care are real. That would be an equally narrow way of looking at the world. But it’s becoming clearer and clearer how our narrowness – our failure to appreciate and include all dimensions of human life in our businesses, institutions, and in our public discourse – is wreaking havoc in our present and seriously limiting our capacity to respond to the complexity of the future we’re creating. The shocking rise of inequality in even the richest of the worlds societies, the shaking of our financial systems, our seeming inability to respond creatively to climate change – all ought to have ourselves asking whether what we take to be unquestionably true about how to live is, really, deeply questionable.

We urgently need to expand our horizons – to start to take seriously that which we’ve marginalised in the relentless colonisation of all aspects of human life by the narrative of economics.

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A calendar like a city

Today I’m in the midst of a new design project to address the inhale-exhale question. I am experimenting with the structure of my 2016 calendar so that it can be an affordance for both exhaling and inhaling.

Instead of my more familiar habit of fitting things into my schedule as they arise, I’m pre-designing deep grooves to follow – tracks and paths and roads written into time that guide me towards certain kinds of activity, much as the streets of a city guide us from place to place. There will be days to work and days to learn, days to exert myself fully and days to rest. There will be cycles of weeks and months that are dedicated to bringing about both breathing in and breathing out.

I intend to use the design as a scaffold – a way of determining what to say yes and no to which speaks to a bigger commitment than my more usual in-the-moment decision making can express.

Sometimes we need something big enough to hold us in this way if we want our lives to be an expression of what we care about.

And I simply have to do this. Without it, despite my best intentions, I easily find myself in the middle of periods of intensity, born of many projects reaching fruition simultaneously, that are simply beyond my physical capacity. I’m left ragged and depleted, unable to contribute in the way I wish.

The idea that a calendar could – like the layout of a city – be structured intentionally to guide me into a more vibrant engagement with my work and my wider life came to me when I took part in the RSA’s recent Street Wisdom project with this very question in mind. As I learned to look at London through new eyes, I came to see how the streets serve to bring us together or hold us apart, speed us up, slow us down, and guide us towards and away from destinations and experiences.

I saw how different buildings can be when built with care and patience or when thrown together ad-hoc, responding to changing needs as they arise. I found out that different streets have different moods, different paces. And I saw clearly how space frees by limiting. The enabling constraints of geography make it impossible to build too many buildings in one spot without creating a mess – a constraint that is much harder to see when planning our time.

And because of all of this I’m approaching my 2016 calendar as an experiment in the street architecture of time.

I’m excited. I’ve never seen time this way before.

I’ll let you know what happens.

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Fear and love

There are, I was reminded this morning, really only two orientations to the world.

One is fear. The other is love.

And everything follows from which we choose.

There are endless reasons to live from fear if we so wish, and almost anything can be its source. Our fear that we will lose people, property, identity, and all the ways we know ourselves. Our fear of illness. Our fear of growing old. Our fear of dying. Our fear of not being loved. And of losing love. Our fear of not having enough. And, this Monday morning in the cities of Europe, our fear of the world’s instability and our own insecurity. And all the fear that arises when we see that we cannot control the world or what happens to us in it.

I think it’s necessary to allow ourselves to feel fear when it comes. To do otherwise is to deny our care for what matters to us. Our fear shows us our care for our lives, and for our society, and for the people we love. Our care for our lovers and partners and friends and children. Our care for our freedom.

To deny our fear is to push part of ourselves away, into the shadows, where it can have much more of a grip over us than when brought into the light. When we don’t feel our fear we easily find ourselves living from it, constructing our lives from the midst of its constricting, narrowing grasp and all of the reactivity and self-obsession it brings.

I’ve come to understand that when I’m in the grip of unnamed fear, there’s so much that I don’t see. I don’t see the stability and resilience of the society in which I live. I don’t see what a blessing it is to sleep in my house at night safe from the terror of shelling and bombing. I don’t see what a gift it is that I can meet with whom I choose and where I choose, and have the freedom to express my thoughts, feelings and commitments openly. That my children get to go to school. That we have food to eat, and water to drink, and systems to bring it all to us from across the world. That I have wide open choice about what work to do, and how to do it. That my family are cared for by health systems, and transport systems, and by a system of law and order that is so easily part of the taken-for-granted background. I forget that this is true even when terrible, frightening things are happening in a city only a few hundred miles away and, perhaps, in time, in my own city too. And I forget that in many parts of the world none of these blessings are a given.

When I’m in the grip of my fear I forget how much more there is to bring to the world than worries about my own safety. From fear I hardly have any sense of the power and possibility of my own contribution. From fear my world shrinks to the tiniest of proportions.

On this Monday morning in the cities of Europe, I am reminded how afraid I can be and how easy it would be to live this way.

And it’s for all these reasons, it seems to me, that it’s our responsibility whenever we can, not to turn away. To feel our fear, and talk with one another about it. To see what it shows us about what matters to us, and then to respond as fully and as generously as we can – to ourselves and to those we meet – from love.

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Shaping One Another

We’d had a testy exchange earlier in the week and by the time we met, I was sure that he really had it in for me.

Except, he quite probably didn’t. But I was quite sure of how he was going to be in this interaction, and who I was in response. And so I was careful, detached, defensive, and withholding of myself. And the more I was that way with him, the more his sense of distrust and discomfort with me was amplified. Pretty soon we were both spinning away from one another in a spiral of distance and mutual recrimination.

And what’s startling about this is not, perhaps, the obvious point that my story about all this shaped how I was with him. It’s that my story about him also profoundly affected how he was with me.  

We don’t just shape ourselves with the stories we tell ourselves. We shape one another, bringing each other forth even when we might think our stories and interpretations are private and personal.

Seeing this opens up enormous possibilities.

Firstly, and most immediately, that I might actively work to see what interpretation I’m bringing to people and situations, and believe my own stories less readily.

And, secondly, we might start to question the highly individualistic accounts we have about what happens in our organisations. Because if the way he is with me is shaped by my stories, how much more so is the way we all are in our work shaped not just by our own stories but by the stories of all those we are around.

In our organisations, and in our communities, we are all bringing one another into being. This renders many of our simplistic cause-and-effect accounts of performance and outcome very shaky indeed. And it ought to have us deeply question the way we give feedback, hold one another accountable, carry out performance reviews, explain success and failure, and blame others when things don’t go the way we’d hoped.

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