Waking up at night, worrying, heart pounding?

If you've been waking in the middle of the night, worrying, heart pounding, you may find value in the following story. It comes from one of our Organization Workshop trainers.

One of the managers I'd been coaching came to me this morning and said, "Thank you for your coaching this morning, I found it incredibly valuable."  I looked at him really puzzled since this was the first person I had spoken with all morning. He said it would take a few minutes over breakfast for him to explain himself, which he did.
 
“I was working with the team yesterday and I’m excited and stretched with this new charter we've been given. I spent all day until 11:00 pm in intense conversations with people and, given that I'm an introvert, it was emotionally draining.  I went home exhausted and fell fast asleep. At 1:30  my eyes popped wide open and I couldn’t sleep for several hours as I kept thinking of the work to be done. I woke up this morning completely exhausted and realized that I can’t sustain this.”

At this point, as his ex-coach, I’m already starting to think of several questions I want to ask,  but he continues…. “And I thought I should ask my coach about how to sustain this. Then I thought, OK if I did ask my coach, what would she say? And I realized, this was a new experience for me. I haven’t before been in the role of a senior leader, so now I WAS TOP!. And as a top, I had predictably sucked up all the responsibility. So then the solution was simple – what is the leadership stand for a top? And now I know how to sustain my work on the charter while sleeping well at night.”
 
I was amazed and impressed by the work he had done. I opened my mouth to add something and he looked at me and said, “I don’t really need anything from you, you already contributed vastly to me this morning”…. 

So, dear reader, are you Top? And, if so, how well are you sleeping lately?

Our job as Tops is not to suck responsibility up to ourselves and away from others. Notice how when we do that, we increase our own burden, we gradually disable others, we limit the brain power that can be brought to bear on issues, we diminish the effectiveness of our contribution to our system. So why would we do that? There may be no good reason other than blind reflex. A more productive stand for us as Tops is to do what we can to create a system that is responsible for itself.

How much longer can we go on blaming Middles ?

Just today I heard it again. Big global billion dollar corporation. The same story I've been hearing for over thirty years! It's about those Middles and how they are screwing up all our wonderful plans. What is it about those Middles? Is this a genetic disorder? Is this a problem with human resources that they continue to hire weak, ineffective people into those middle positions? Are you a Middle? Are you feeling like you are weak, confused? Are you concerned that maybe you're not as competent as you used to be? This has got to stop. Middles, this is not a personal disorder. This is not about you. This is about all of us - especially those who keep fingering you -not understanding what that middle position is all about. Just today I gave someone a copy of In The Middle. It blew him away. When will this end? Once again, we are waiting for homo systemicus.

You may not want your garbage but your garbage wants you

The are many angles on the Fort Hood tragedy, but there is one that brought to mind Trotsky's saying regarding war (simply substitute "war" for "garbage" in this entry's' title. There are numerous stories from organizational life where incompetence, rather than being dealt with directly, is simply shuffled off to some other location. The same cowardly dodge was used when pedophilic priests, rather than being dismissed were simply relocated. Apparently there was ample evidence of Major Hasan's instability but rather than being dealt with he was simply moved along. The common theme: This is no longer my problem. But, in all these cases he is someone's problem! The principle is: You might prefer not to handle your garbage, but as Trotsky might have put it: You may not want your garbage but your garbage wants you. There are larger system consequences to our inability to face uncomfortable facts and take the difficult actions.

Hate and Connection Commonality Syndrome

How can a father who loves his children kill a father who loves his children?  One would think that the depth of the commonality of fatherhood - which both fathers had a hand in creating - ought to outweigh whatever meaning they derive from their differences in race, religion, nationality, ethnicity -differences which they had no part in creating.

Lost in the Land of Bottoms

Lost in the land of Bottoms

 Bill Wilson, Guest Contributor

 Recently, after getting an email from Barry, I listened to an interview that Barry did about the impact of space on an individual’s organizational experience and how it is unseen by most of us. As I listened to Barry talk, my reaction was, “Uh-huh, uh-huh, yep, yep, uh-huh.”  Barry was once again brilliant.  I remembered doing an OW in Amsterdam once when one of the participants, a German, came up to me and said, “Why don’t they teach this in school?” Listening to Barry I thought here was a way to do that.  Books on tape, Barry Oshry CDs, iTunes for organizations, almost endless possibilities came to mind. And then I thought of a real world situation I’m living with right now.

 My son, Will, withdrew from college in December 2008 and started working at a convenience store based in the Philadelphia area called WaWa. He had worked there between high school and college and the semester break. The work is menial at best.  He stocks the cold cases with soda, puts away the endless deliveries of food and sundries, works the register and, the high point for Will, is to make sandwiches. 

 When he started, Will would regale us every night with how great a company WaWa is and how great his co-workers are.  Then one night at dinner he looked up and said,” You know what I hate about WaWa. They treat you like an idiot.”  I guess I should be happy that it took him a couple of weeks to get to this point.

 Now that he is a full time employee rather than a 3 month levee, Will is getting further and further into the land of bottoms.  He is jealous, irritated and put off by co-workers.  He is hypercritical of management.  Now our occasional conversations sound more like, ”You wouldn’t believe what (fill in manager’s name here) did last night.”  It really is amazing how quickly the management vs. worker experience grows.  One of his real irritation points is with a newly transferred assistant manager; let’s call her Joan.

 Joan recently transferred to this particular store.  She is being oriented to the store by someone who will actually be her subordinate, let’s call her Alice.  Will can’t wait to tell me stories of how Joan is screwing up and mistreating Alice.  One day he said to me, “Joan just doesn’t get how we do things here. Last night she had 4 people making sandwiches and only one on register so the line was backed up 8 to 10 deep.  You just don’t do that.”  While I was impressed with Will’s understanding of convenience store process, I was troubled by his condemnation of a boss.  I tried to float a few ideas to him like:

• “You know Joan has only been there a couple weeks (Increase Empathy & Understanding),
• “Once she gets the local process of balancing register down she should be alright” (Stay Strategic)
• “Just think of the pressure she is under. She was a boss now she’s a student and a boss at the same time. (More Empathy)
• “It doesn’t sound like she was doing that to make your life harder. (Don’t Take it Personally)
• “I wonder if there is any way you could help her.  Maybe offer to give her tips when Alice isn’t around or ask her if she would want feedback. (Ease Her Condition)”

 Will’s answer to all of this has been “No, won’t work.” No matter how I frame it, no matter how I float it or say it, Will is decidedly and committedly hooked on the stuff. Every Center Ring suggestion just bounces off him as he stands decidedly in the Side Show. Yes it is natural and to be expected and that doesn’t make it less painful to watch.  My son is hooked on the stuff 8 hours a day 5 days a week.  I wouldn’t wish it on anyone. 

 The reason I tell this story is that it has convinced me that to get the OW (Organization Workshop) message across you need to do an OW.  The set of OW Greatest Hits CDs that I envisioned isn’t going to work. My son is aware of what I teach.  He has said to me, “My problem is that I know how it should be done from listening to you and mom and these people aren’t even close.”  He cannot see the part he is playing in the dance.  He does not see his own experience of stuff.  That is the power of the OW.  It provides a safe way for someone to do the discovery necessary to change his/her experience that lecture, anecdote, books papers and CDs just don’t provide.  My punch line is that I am more committed than ever to delivering the OW rather than trying to find a way to get the messages across in an hour or two.  Sometimes when I am teaching a management workshop a participant will look up and say, “This stuff is hard.”  My reaction is usually, “That’s right.  If this was easy I wouldn’t have a job.” If you could get the message of the OW across without the OW we could hand out a book.  It won’t work.  So, I’m going to stay committed to delivering the OW.

Bill Wilson

userwwjr@aol.com

Dumb and Dumber and Still Elected

A Republican senator said today that he would not be voting in favor of confirming Judge Sonia Sotomayor's appointment  to the Supreme Court. His reason: He does not believe that she would be able to set aside her biases and judge solely on the basis of the law. This is one of those times when I'm stuck between believing that this guy knows better but is simply kissing up to his ignorant constituency or that he is as dumb as he seems. Does he really believe that only Hispanics, Blacks, gays, and Jews have biases. This is the ignorance of the dominant class. In their world view they have no biases; what they see and what they believe is simply the way things REALLY are.

From Seeing Systems,

The Dominants' culture is invisible to them;

it is the water in which they swim,

the air they breathe.

To the Dominants,

how they speak is the way one speaks,

how they dress is the way one dresses,

their values are the values,

their history is the history.

To the Dominants,

the culture of the Other is not merely different,

it is wrong -

wrong speech,

wrong dress,

wrong emotionality,

wrong spirituality,

wrong values.

The culture of the Others is seen as strange,

sometimes comical,

usual lesser,

inferior.

For more, see "The Challenge of Robust Systems" in Seeing Systems: Unlocking the Mysteries of Organizational Life (second edition)

Barry Oshry

barry@powerandsystems.com

Power + Love: Open Letter to Barry Oshry and Adam Kahane

   John Watters, Guest Contributor

Dear Barry and Adam,
I know you have been in dialogue on the subject of Power + Love over the last year. I have some reflections I wanted to share with you both which are triggered in part by the annual BBC Reith Lectures, the last of which, A New Politics of the Common Good, is delivered on 30 June by Mark Sandell, a political philosopher at the Harvard School of Government.
People talk about the importance of grand or meta-narratives- those that frame our understanding of ourselves, what reality is and what is possible.  Robert Kegan at the Harvard School of Education makes a convincing case that we create our world in language and presumably also story. The dominant story/narrative in my view in our world and in our organisations is one of powerlessness. Jonathan Sachs (Britain’s Chief Rabbi) says “the greatest danger facing Western societies is powerlessness, of a world running out of control, of problems too great to solve and hatred too deep to cure”.  Adam, your work using the Change Lab process is a stand for a belief that we can co-create collective processes where we can resolve our most intractable problems peacefully.  As you said at the Shambhala Authentic Leadership Institute in Canada last year there is an urgency to show this approach works in a world where fear, cynicism, and hopelessness are prevalent.  Barry, your notion of ‘Door B’ choices - being a stand, personally and as a group or team, for a different future is also an antidote to this dominant sense of powerlessness and futility.
We are between stories – in that anxiety-provoking place of no trustworthy shared narrative people can believe in. In the UK recently our political classes have been shown to be flawed following an explosive expenses scandals in the last few months. The press and much of the public have been angry, shocked and engaged wholeheartedly in “blaming them.” This follows breakdowns in trust in our leaders in other institutions, for example the Catholic Church in Ireland and the U.S. with its child abuse scandals. This serves to diminish the pool of trust in all formal leaders.  Thank goodness some might say that we may be in the last days of the ‘great man’ view of leaders, or as Barry might say the ‘great top’ view of leadership, which leaves others in a place of irresponsibility and blaming them when they inevitably fall short of our projected ideals.
Sandell in his Reith Lectures argues that “we have come to the end of the era of market triumphalism.” Many of us bought the idea that self-interested action by consumers (individuation in Barry’s language mediated by the market) would produce a common good. We now see what great human cost and environmental destruction this flawed idea, which was held as an unassailable truth for so long, has led to. Hence the topicality of the Reith Lectures and the question of how to create ‘A New Politics of the Common Good’. 
Many of our lives do seem to be fragmented.  Barry talks of the dominance of the middle space – “it’s middle all the way up in the New York skyscrapers offices” he once joked. The middle space engenders what he calls the ‘I’ mentality – a feeling of being unique, separate, competitive with and evaluative of others. We think this is real – this is how the world is – rather than that this feeling is a function of our reflexive behavior in the condition of a diffusing middle space.  Other possibilities exist but we need to wake up and see the systemic nature of the worlds we live in and create new possibilities rather than just the familiar old story. This feeling of disconnection is made worse by a dominant narrative that defines our identity as primarily individual consumers rather than citizens living in communities on a small planet. Newtonian thinking still runs deep and continues to be a powerful, shaper of our consciousness - seeing ourselves as atomised individuals in an empty universe. All these phenomena conflate together to provide the lens through which we tend to see, experience and create the world.
In the face of this story many of us have turned inwards in an attempt to create safe space, a haven in a heartless world. So is the world heartless, is it characterised by the absence of love?
In our 24 hour news channel era it is hard to underestimate the impact of the continuous reels of stories of a heartless world. Subtly, steadily we begin to believe this is the reality and act in the light of that reality to withdraw and protect ourselves.  “I don’t want you to put the news on”, my ten year old son said recently. “I know what it will say – someone stabbed someone, there is a war in this country, blah blah, blah”.  I think he didn’t want that to be the only definition of his reality. 
Both of you through your different work offer ways to reconnect with the whole – whether that is the family system, community, organisation, complex stakeholder group, nation …. This requires a healing of the fractures, seeing the possibility of a renewal of the whole in the all too evident fragments. It requires an understanding of the elements of what Barry describes as a ‘systems power move’ – belief we can make a difference, deep systems knowledge that informs us how and when to intervene, and the courage to act.  Acting is critical: “vision without execution is hallucination” as someone once said.
Our calling in this period of transition where “the ideas of the past, although half destroyed, being still powerful, and the ideas which are to replace them being still in process of formation” is to create a new narrative which discovers anew and showsthe possibilities of the generative sides of power and love, rather than their too familiar degenerative sides.  Of course we are all in this transition too.  I know I am as often as much a part of the problem as its solution. Courage, humility and a sense of humour seem important and useful travelling companions at the moment. 
Our first step is to sort ourselves out – to be agents of hope in the world, to reach for Door B, to take the road less travelled.  I agree with Marianne Williamson that we are much more powerful and influential than our stories about ourselves have allowed. “Improvement starts with I” said Arnold Glasow.  In slightly longer form  Confucius apparently said: “To put the world in order, we must put the nation in order; to put the nation in order we must put the family in order; to put the family in order, we must first cultivate our personal life; we must first set our hearts right.” 
Best regards
John Watters, guest contributor

john.watters@livingleadership.uk.com

Seeing Systems: The Power of Context. (Interview)

My interview with Dan Kennedy of NetSpeed Learning solutions is now up. The subject is the day-to-day costs of system blindness  - how we regularly fall into patterns of unnecessary personal stress, dysfunctional relationships, and diminished contributions to our systems. In the interview we also explore the productive possibilities for ourselves and our systems that come with system sight. One caution: The interview is broken down into segments according to topic. If you switch from one segment to the next, be sure to click off one  before switching to the next, otherwise you may be simulateneously listening to two different talks.

Is Evolution Going Anywhere? or Waiting for Homo Systemicus

When it comes to evolution, there is a choice. No, it's not between creationism (which virtually all serious scientists dismiss as wishful thinking) and evolution.  Yet there is a serious  debate among evolutionists with evidence marshaled on both sides. The issue is: Is evolution going any place- bigger, better, wiser - or is it a haphazard process in which whatever shows up as more adaptive  survives.I never knew there was an issue. What little I understood of evolution came largely from reading the marvelous works of Stephen Jay Gould, a proponent of the haphazard school. As far as I knew, there was no debate; haphazard was how it all happens; it's just by chance that we humans are here.

Now comes David Prindle's Stephen Jay Gould and the Politics of Evolution in which Prindle grounds Gould's position not only in his research data but also in his democratic anti-elitism politics. Gould's position takes us humans down not just a peg or two but all the way down. There is nothing particularly special about us; had events gone just a bit differently I wouldn't be writing this and you would be here to read it.

Why do I care about this issue? Because, all data aside, I confess to my own version of wishful thinking  - that, somehow, evolution must be heading somewhere. Given the terribly stupid, blind, hurtful, and murderous things members of homo sapiens do to one another, this can't be the best there is.

I am casting my lot not exactly with, but in the vicinity of, Teilhard de Chardin who attempted to reconcile his scientific and Catholic sides with a view of evolution as moving toward greater spirituality, closer to God. My wishes are somewhat less ambitious. I am placing my hopes on the emergence and superior adaptive capacities of homo systemicus, whose members survive through their understanding of themselves as systems creatures, and their avoidance of the terrible costs of system blindness.

How best intentions show up in the Bottom world

There is an illuminating tale in the Financial Times of how our best intentions can be fundamentally misunderstood. The Top sends a message to the workers that they no longer need to come over to the canteen for their tea break, that they can take the break at their work areas. His intention is to save the workers the bother of coming to the canteen. The workers took his message to mean: No tea break; just drink you tea and continue working. The only way this Top learned about the confusion was by disguising himself as a worker. Short of that, we need to understand the contexts of people's lives and how our best intentions are likely to be received in those contexts. Front line workers are generally living in a Bottom context, that is, a world of Vulnerability in which the Tops are always doing things to them - changing healthcare plans, coming up with new initiatives, changing work requirements, shutting down operations; they're on the receiving end of decisions that affect their lives in major and minor ways. So even the best intention can be experienced as THEM DOING IT TO US AGAIN! The challenge is to get heard in the context, recognize how in that context messages can be understood, be very clear in the message, say it more than once, check to be sure that it has been understood. At a more general level do whatever you can to reduce that experience of vulnerability in the Bottom space.

The Organization Workshop: A Cross-Cultural Contribution to Capacity Building

Anne Litwin, Guest Contributor

I recently had a gratifying and deeply moving experience in bringing the Organization Workshop to a severely depressed and oppressed Southeast Asian country, which, for political reasons, needs to remain unnamed.

An American who has for years been living and working in that country experienced the Organization Workshop at a conference in the U.S. The workshop worked for her, but would it work in-country? The next year she brought along an in-country cohort to experience the workshop. She loved it despite the somewhat bizarre circumstance that in the workshop she was a customer representing a railroad company although, in her country, there are no railroads! Oh well.

The project then came to me because of other experiences I have had in adapting the workshop to non-U.S. contexts. The plan was first to conduct a workshop in country, and then do a training of trainer program. With some adjustments to the English words to make it easier for non-native English speakers to understand the concepts, and reworking the customer projects to fit the local context, the workshop was ready. The immediate impact of the workshop was astounding; as it was unfolding, participants were discovering ways to use the learning to enhance nutrition and health services.

    After a few days’ break I conducted the training of trainer program. This was immensely challenging for all of us as the trainers struggled to translate the workshop into the local language so that they could take it out to into the countryside to strengthen the organizational capacity at the local level!

    All in all, this was an amazing experience. Here’s what the client who started the process says about the impact:

"Thank you for bringing the Organization Workshop to us in Southeast Asia. You were the absolutely perfect person for this job. You were able to understand the different needs in our context and flex to the group.  And your style is so good here. The language you gave us has given us a very strong place to start. The results people are seeing in their organizations are great.
One organization that participated in the Organization Workshop reports significant positive changes in themselves as an organization – the way they work together, the empowerment of teams, middle integration, people meeting well without the director, and people doing things in a Door B way, and being very pleased about the results. That’s an exciting thing. Also, the director is recommending the workshop for other local organizations and, since he is quite connected, that should have a positive impact as well."

Anne Litwin & Associates www.annetitwin.com

The Organization Workshop and the Twentysomething Crowd

Susan Berg, Guest Contributor

Just last week my colleague Bill Wilson and I conducted four back-to-back Organization Workshops (OW) for a large defense contractor.  We’ve been doing this workshop for seven years as part of an annual leadership development program.  What’s noteworthy about this program is that the average age of the participants is about twenty-five.  Yup, I said twenty five.  We’ve seen about 1,000 of these twentysomethings over the last few years.

So what are these twentysomethings actually getting out of the OW at this tender young age?  And why develop them so early, when they have little to no management experience?  Can they really get this stuff?  Different worlds?  The meaning of power in the top-middle-bottom-customer spaces?

Well, the answer is yes and no.  Let me explain.  Let’s face it⎯at twenty-five you haven’t experienced a lot of ups and downs in organizational life.  But if you’ve been tapped for a program like this, chances are you have a lot of gumption.  And since people in their mid-twenties are in the “Warrior” phase of their lives⎯ you have a crew of people who are anxious to conquer the world and eager to learn.

And there’s no time to waste.  Businesses will be losing a lot of Boomer generation workers over the next ten years.  So if they are going to thrive, they need to develop this group of managers-to-be quickly.  This generation of twentysomethings will end up filling the gaps that Boomers leave in the workforce, so some of them will need to hurry up and get trained to step in quickly.

So what’s the YES side of what they get out of the program?  It is their willingness to jump in and engage, despite what little they know of organizational life.  They listen⎯hard⎯and there’s no sniping at the idea of simulating an organization.  They love learning this way.  In fact, sometimes they are willing to try out things that those of us who are “hardened” to the conditions of everyday life in organizations have just given up on.  For example, one group of tops last week, after a time-out of time (TOOT), realized they would be more successful by organizing cross-functional teams to work with each customer. 

Now, the NO side of this would be how easy it was for them to get side-tracked by non-mission critical demands from the bottoms.  They ended up tripping over themselves and getting distracted from their task to reorganize.  Overzealous youth?  Or typical Tops?  Hard to say.  But still the same pivotal lessons.

Probably being Top or MIddle is the toughest role for folks as early in their careers as these people are.  Most of them still feel like Bottoms. For twentysomethings, testing out their ability to focus on their power zone in an unfamiliar role⎯becomes a hotbed of discomfort⎯and opportunity.

But let’s not discount the fact that most of these twentysomethings have played sports or been involved in other community and team activities in their school years.  Some have already coached, so they have touched a variety of roles on a team.  And this helps them greatly as they choose how to respond to the conditions of the organization they have created in the OW.  Their team learning experiences pay off big here.

So if you’re wondering if the OW “works” with the younger crowd, the answer is indeed YES and NO.  But isn’t it the same for any age group?  When we’re older, we bring the bias of having been conditioned.  And when we’re younger, we bring the bias of inexperience.  And since the OW is all about exposing our biases, it seems to work either way.

We’ll keep you posted on our future experiences with OW and the Twentysomething Crowd.

Susan Berg and Bill Wilson, Power & Systems Senior Associates

For more help with the twentysomething crowd, check out Susan’s new book Choose on Purpose for Twentysomethings.

Familicide: The Ultimate Top Suck-Up

There are two approaches to how we handle our responsibilities as Tops whether in the family, the classroom, the team, the organization or the nation. In Approach A, our job is to be responsible for the system.  In Approach B, our job is to create a system that is responsible for itself. In Approach A, we suck up all responsibility to ourselves and away from other system members. In Approach B, we work at creating responsibility throughout the system including ourselves. Approach B encompasses A; Approach A does not encompass B.In these times of economic stress, there is an uptick in cases of familicide in which a father (usually) kills his wife and children and then himself. It is impossible to envision the depth of despair that leads to such action. In a fundamental sense, familicide is the ultimate in Approach A - Top Suck-up. The Top has taken on responsibility for the system (I have failed; I am ashamed), and, even more poignantly, he has taken on responsibility for the future of all family members; it is crystal clear to him that he is responsible for their futures. He has failed and he has no faith in their capacity to live through crisis, survive, and go on. Sometimes it takes the ultimate to shed light on the everyday. We regularly enter the Top world whether as new parents, new managers, or seasoned executives, and the powerful appeal of Approach A is always present with the unnecessary burden it places on us as we gradually disable other system members.

Crushed in the Middle

David B. Kellerman, top financial officer of Freddie Mac, hanged himself. This was a good man, committed, decent, hard-working. Maybe too decent, too good, too hard-working, too committed. He succumbed to the most intense middle crunch. He began working non-stop round the clock, sometimes pausing only to change clothes. He was caught between the competing pressures and priorities of regulators, investors, internal executives, lawmakers. Whatever action he took or planned to take might please some constituencies while sure to infuriate others. He told friends that it was impossible to appease everyone. Tragically, if that is the goal of a decent, humble man he is destined to fail.It is possible that there was no way to succeed in that crucible. Leaving was one option - suicide another form of leaving - was another. There is a familiar pattern that develops when one is in this middle crunch, and I don't presume to know if this was David Kellerman story, but I believe it is worth considering. The story goes something like this: When we are in the middle condition, trying to deal with conflicting needs, pressures, and priorities, the tendency is for us to slide in between others' issues and conflicts and make them our own. We become responsible for resolving their issues, and they hold us responsible for resolving their issues. We feel like we're a failure if we don't succeed, and they consider us a failure. It is easy for us in that middle condition to lose our independence of thought and action. All that matters is what other people want/demand. And our focus is on attempting to please them. The challenge in the middle place is first to understand that these are their issues, not ours. And further to understand that our job is not to please others but to do what we believe the system needs. We can take in all the inputs from others, all the time understanding that these are their issues, but ultimately it is our independent judgment that must prevail. Being in the middle is always a difficult condition to be in, and the more intense and conflictful the issues are the more difficult the condition. And the nicer we are and the more desirous we are of pleasing others, the more excruciating the condition and the more likely are we headed for failure.

When it comes to systemic knowledge, we enter the jungle of politics like naked babes. No one should ever enter organizational life without a deep understanding of middleness, how it can weaken us and diminish our contributions, and what it takes for us to withstand the pressure and do what we believe needs to be done.

Killer cults

The difficulty in calling one bunch of lunatics a cult is that it opens up one's own group to the same criticism. Today's New York Times describes the maniacally destructive religious cult, now embedded in the Israeli army, that kills Innocent Gazans because it fulfills their insane cultish beliefs. The essential message of this murderous cult is "We are the Jewish people, we came to this land by a miracle, God brought us back to this land and now we need to fight to expel the non-Jews who are interfering with our conquest of this holy land." Don't try to argue with these nutcases; they have their proof; it's right in the holy book. Thou shalt not kill...except of course when you should. They are not the only cultish nutcases; there are those Zionist Christians who in a fundamental sense are their allies. Their rock-solid belief - also backed up by the holy book - is that the Jews must conquer all of Palestine in order to fulfill biblical prophecy. Jews should not be too enamored with these allies since the end of this prophecy is an age old choice for Jews: convert or finito.The basic disease of all cults is their conviction that they know what is unknowable. Existence is a mystery that does not lend itself to simple-minded fables. Instead of these cockamamey belief systems that justify superiority, righteousness, oppression, and murder, cult members would do better to cast off their beliefs, live with the uncertainty of existence, and act on the basis of one simple principle: Do not do unto others what you would not have others do unto you. See where that takes you.

Rihanna, Chris, Love and Power

For those who are uninformed about American pop culture, Rihanna and Chris Brown are two young musical superstars - she 21, he 19. Recently Chris apparently severely battered Rihanna. Pictures and commentary have since flooded the internet with positions ranging from "She's nuts not to leave him" (they do appear to be back together) to "It probably was her fault." I'm less caught up in the debate than with a factoid that popped up in one article (sorry I've lost the reference) stating something to the order that it takes the average battered woman five assaults before she leaves the relationship. You have to wonder what's keeping her there, with explanations ranging from economic to emotional dependency.
My current obsession is unraveling the threads of power and love, lately the consciousness associated with each. The consciousness of power centers around difference and separateness. Power consciousness at the personal level is "I", at the territorial level it is "Mine," at the cultural level it is "US," the deep emotional connection with our religious, ethnic, national heritage (see Leading Systems, chapter 17, for more on US consciousness.) By contrast, Love consciousness is about connectedness. At the personal level it is "We," at the territorial it is "Our," and at the cultural level it is about "Oneness."
I suspect that in many battered relationships, we have the clash of power and love; he in his "I" she in her "We." He strikes out of his separateness, competitiveness, jealousy, and territoriality, and she experience that violence in the context of their fundamental connectedness. I am battered but we are still a "We."

Pay the AIG bonus...but not with our money

Andre Ross Sorkin in today's New York Times makes a case for honoring the AIG bonuses - his position being that honoring legal contracts is an essential foundation for enterprise; it would be chaotic if corporations, whether recipients of bailout packages or not, could simply choose to break a legal contract. Let's accept that. Still, the question is: Why would those bonuses be paid out of government stimulus money? AIG should pay its bonuses out of its pre-stimulus fund. Isn't that what it would have had to do if there had been no bailout? Pay the bonuses, but not with our money!

Sense and Stupidity

There has to come a time when one needs to stop being rational, intellectual, or even polite. For me, this is such a moment. Stupid. Stupid. Stupid. With all their current tirades against "socialism," we are witnessing what has all the sense of a play put on by the residents of the lunatic asylum.Maybe it's the shock treatment. Something has selectively destroyed their memory if not their sanity. Remember their last play - Free Us Now! Wasn't it hilarious how they all dressed like Ronald Reagan and killed every regulator in sight. What a triumph. Of course, we, the audience, are now buried deep in that triumph.

A pause for sense. Unrestrained freedom has led us into the mess we are in. That is what unrestrained freedom inevitably will do. Unrestrained government would create an equal and opposite mess. That is the sad story of its history. These are two poles. Systems survive by negotiating their way between the two.  Neither pole  is or ought to be a final destination. Ideologues, in spite of all evidence, insist on making them destinations thereby cause great havoc to our systems and to us. Continuing to insist on these as final destinations makes them either stupid or venal or nuts.

There is no sign that the current administration is in favor of unrestrained government. Just take a look at who Obama's  economic advisors are; these are free marketeers of the first stripe. They have no taste for "socialism." Their job is to clean up the mess resulting from unrestrained freedom. 

Joshua Bolin of Augusta, Georgia has founded a new web site, Reagan, org. Prominently displayed is an oft-quoted  line from one of Reagan's speeches. Sure to draw great applause from the enemies of "socialism."

"The nine most terrifying words in the English language are, 'I'm from the government and I'm here to help.'"

It may have been cute once, but there are millions of people across the globe who would be more than pleased to hear "I'm from the government and I'm here to help."

Like scraping dog poop off my shoe

Every so often I get a response like the one below to a blog  I had ironically titled Oh, Those Evil Jews. This one came this morning.

"Who needs the murderous greedy perverted zionist jews.
They should be eliminated from the face of the earth like the roaches they are."

My reflex response was to delete it, like scraping dog poop off the bottom of my shoe.  I immediately regretted it. This is too perfect to ignore. A pristine picture of Connection/Commonality Deficit. There's a lot of hate packed into two short sentences. When does this get to be a certifiable mental disorder? 

What if the underlying truth is: Despite our many differences, we are all more similar to one another than we are different? And what if the underlying truth is: Despite our separateness from one another, we are all inter-connected parts of the whole. That would be a reality too painful for some to accept.

If we're so similar, how can I be special, to whom can I be superior?

And if we're all connected, how can I destroy you?

The Real America

Last week I happened to be passing through Manteo, a small town on Roanoke Island, North Carolina, just as the town's annual Christmas Parade was unfolding. The mistress of ceremonies knew and, with her microphone on high, chatted with each and every parading group as it passed the reviewing stand. On and on they came: the grand marshal, the mayor, the girl scouts, the firemen and rescue squad, the boy scouts, a violin-playing group, a group of little people in hand-made costumes - crepe paper, aluminum foil, the high school band, the middle school trumpet players, floats from  one association after another. On some lawns there were the proudly defiant placards "Put Christ back into Christmas." This was Sarah Palin's "real America." I recognized how foreign that spectacle was to my piece of America. I live in Boston's South End. The only parade we know around here is the annual Gay Pride parade, a parade withs its own brand of unique costumes I suspect would not play well in Manteo. Still, there we have it, another piece of America. In those hours I spent in Manteo I experienced the rich diversity of America, so many different environments in which people can build lives suited to their needs, beliefs, and values. That is what creates our specialness; all of America in its rich diversity is the "real" America.The challenge for any system, whether it's a family, organization, community, or nation is to value and elaborate its differences while recognizing and valuing  commonality. Difference without commonality leads to negativity, mistrust, tension, and, in the extreme, warfare. Religious wars, ethnic wars, slavery and oppression are all based in conditions of difference without commonality. While commonality without difference creates pale, dreary, and impotent systems. There is a creative dynamism to a system that has room for both Manteo and the South End.

Who are these "others?"

The Jesuit & The Skull: Teilhard de Chardin, Evolution, and the Search for Peking Man offers a likely fact along with what is for me an intriguing speculation. The likely fact: millions of years ago, two different  creatures  - with very different levels of consciousness yet from the same genus homo - strode the earth at the same time. Teilhard de Chardin's view of evolution was that, far from being hit or miss, it was heading somewhere, that the species was evolving to ever higher levels of consciousness. When I read the news these days, it is easy to believe that both points are true: that at this moment two similarly appearing creatures are walking the earth today; they look alike yet they have very different levels of consciousness. The soldier shoots a young man heading for the latrine, and as his mother screams over the bloody body. the soldier says to her, "Volia! Here is your gift." The holy man teaches the young that it is all right to murder innocents because through some twist of dementia they are not really innocent. These are the "others" who live among us but are not us. I hope that Teilhard de Chardin's vision was correct and that the time will come when these others with their primitive and murderous level of consciousness will be gone. And I hope it happens before they, in the name of God, take us with them.

FD: Footnote Deficit

In a recent talk, I once again mentioned the Peter Block gap, the fact that so many students in academic Organization Psychology and related programs have never heard of this man who just days ago was acknowledged by the Organization Development Network for his lifetime achievements. You would think that such recognition would get his name up on the academic screen. A graduate student approached me after the talk, assuring me that he did know Peter's work, but there was no way Peter's work - nor mine for that matter- could be cited in his research. It seems that Peter and I  suffer from FD - footnote deficit.
Maybe our work could be included in academic studies if it were accompanied by a footnote reading something like: "reflections from the field, as yet incompletely substantiated through rigorous research, yet having potential value."

If knowledge that can make a difference is our goal, then all of this seems pretty silly and unproductive.

The Socialists are coming! The Socialists are coming!

Beware  the Red Tide! The socialists are coming and they threaten to destroy the great American entrepreneurial spirit, taking us down the road to communism: Spreading the wealth! It's hard to know whether the latest Red Scare grows out of political cynicism, ideological rigidity, or just plain "real American" ignorance. Basic systems literacy - of which there is too little - informs us that individuation run amok (otherwise known as unrestrained free market) leads to the economic conditions we are currently facing, and that systems save themselves by balancing individuation with integration. It happened following the 1929 stock market crash and it is happening today. Ideologues don't know how to handle this. Facing disaster, it's hard to make the case for more freedom. I am no economist, but here is what I wrote in Leading Systems back in 1999.

"...the United states prides itself on being an individuated system - extolling the virtues of individualism, freedom, liberty, free markets, and so forth - and it demonizes integrated systems (communism, socialism) for their suppression of freedom. Yet the United States, in order to avoid potential collapse through rioting, class and racial warfare, and revolution, has a history of incorporating many elements of the integrating culture: labor laws, Social Security, health and safety regulations, minimum wage, civil rights legislation, graduated income tax. Although one can make the case that the stability of the individuated system depends on its being balanced by these elements...this does not stop the champions of individuation from continuing to demean [integration] as socialists, communists, threats to the vitality of the system - and to blame [integration] for whatever weaknesses the individuated system has."

                    Leading Systems, page 150

Ideologues can't just stand there; they have to say something no matter how ill-informed. So the current problem is not individuation run amok, it is greed. Individuation is greed, and when greed is working there's no problem. When we invest in the stock market, it's not out of beneficence, it's out of greed. We want our money to grow.

Ideologues just can't stand there, they must be in favor of something. So swallow your ideology and allow the government to bail you out. Just a little. It's that extra bailout that's dangerous, heading straight down the road to communism. It's solid "Joe the Plumber economics," and if we're relying on Joe the Plumber economics, you know those ideologues or cynical politicians or dumbbells or whoever they are are hanging by a thread.

As usual, what bothers me more than the convoluted explanations they are spinning, is that so many of my fellow Americans are swallowing the bait. Joe the Plumber, if only you had listened to these free marketeers and abandoned Social Security in favor of some privatized stock market investments.

How come they all know these problems?

How come they all know these problems? That's what was puzzling - and disturbing - the graduate student. Here's the setting. He's assisting me at a talk I'm giving at the Organization Development Network annual meeting. There are seventy plus people in the room. Mostly consultant from a variety of organizations world wide. As part of the introduction, I mention how, as an anthropologist in Power Lab after Power, I began to notice regular patterns occurring at the Top, in the Middle, and among the Bottoms, even though the people were randomly assigned to their positions. So the interaction with the audience went something like this.
I said "We found Tops regularly falling into territoriality." And then I asked the audience, "Have you ever seen that?" And a moan of painful recognition spreads across the the room.
Then I said "We found Middles regularly becoming alienated from one another, non-groups. Have you ever seen that?" Another room-wide moan of painful recognition.
Then I said, "And we found  Bottoms regularly falling into We/Them relationship and, internally, into the conforming pressures of groupthink." Another moan.
I am so immersed in these predictable phenomena  that I forget how stunning it can be when one first sees these regularities and grasps the fundamental notion that these relationship issues may feel very personal - it's about you and me and our personal characteristics - or specific to our organization or situation, when in fact they are neither personal nor specific. This is what shakes up the graduate student. Something else is going on here.  There is an opening, an opportunity to move from system blindness to system sight. And, maybe, some day down the road there will be fewer moans of painful recognition.

Charisma can be deadly

Today's news story reveals how smitten Washington insiders are with Sarah Palin, the U.S. Vice Presidential candidate who has positioned herself as the quintessential outsider. Rush Limbaugh, conservative radio voice, calls her a "babe." According to the news commentator, Bill Kristol and other conservative writers act as if they have a crush on her. Watching crowd reactions, it is clear that Sarah Palin has charisma, and that's what bothers me. Charismatic leaders can be deadly. They have the ability to inflate us with  just how special we are, and our specialness comes at the expense of those less special. Palin has fired up crowds with her reference to "real" Americans. And who in that crowd doesn't appreciate being recognized as a "real" American. Of course, if some are the "real" American, then who are the others who call themselves American but, obviously, must be something else? Not just something else, but something lesser: liberals, wine sippers, socialists. Not the real deal. The charismatic generates pride, but also anger. Anger at those others. And so you hear ugliness in the crowd - "Hang 'em." I don't know what to make of  Sarah Palin, how conscious she is of her demagoguery or how deep it runs. She may just be a tiny blip on an ugly history of demagogues who roused people with their specialness. There were the real Germans and the "others." Whites who were special and the "others." Straights who are special and the "others." Serbs who were special and the "others." Terrible things we "real" people can do to the less real ones. What troubles me most about this is not the demagogues; it is the rest of us. The fact that we can so easily fall for the bait. Are our lives so empty that we need to be puffed up by our membership in the "real." I dream of the day when some demagogue will try to fill us with visions of our greatness as opposed to those "others," and our response will be to turn our backs and walk away.

Eliteness, Greed, and Ethics

Don't you  hate it when situations are so complex that it's hard to  just go out and find the bad guys and  hang them.Let's be clear, I'm not having that trouble with Lehman Brothers, not as I learn how executives were awarded 20 million dollar bonuses (special payments) while the company was pleading for a government rescue. So the picture is clear: they grab their bags of big money, head off to one of several mansions while leaving the rest of us - including generations to come - to be taxed (dollars and dollars and dollars) for their failures. Talk about Wall Street and Main Street. Could the excesses of the Czars or Louis XVIth have been more outrageous!  No, I'm stuck this time. I'm missing the complexity that soothes as it invigorates. No sad stories about the high cost of high living, or soaring prep school tuitions, or the difficulties of finding a reliable nanny, or the outrageous berthing fees for one's yacht, not to mention  huge mortgages to be paid on mega-mansions. None of this would soften my heart. This is just the Elite, in their bubble, doing what the Elite do as the ship is sinking: taking care of themselves.  And my guess is, at the time these special payment decisions were being made, this just seemed like the right and natural thing to do. Don't we all agree? Yes we all agree.  Please, no more talk about the responsibility culture. After every scandal there is conversation about ethics and what are our business and law schools doing about teaching ethics. It might be more effective to teach about Eliteness and Ethics, and the special vulnerabilities and responsibilities associated with living in an Elite bubble.

 

Ubuntu: From Basketball to the Boardroom

Ubuntu is a fascinating concept of African origin.  Doc Rivers describes it this way: "A person is a person through another person. I can't be all I can be unless you are all you can be." Doc Rivers is coach of the NBA champion Boston Celtics. Ubuntu became the basis of the Celtics' winning strategy. Three superstars, each accustomed to being the single high-scoring superstar, instead chose to become part of a team in which  players were committed to one another's success, and in that process, they brought out the best in themselves. On first blush, ubuntu appears to be about unselfishness; it is that, but it is also selfish. I am enhanced through my commitment to you.In our individualistic society, ubuntu would be a huge transformation.  How would this work with Top Executives who are locked in turf warfare, or with Middle Manager peers who are alienated from one another? Those questions are explored in Act III, scene 2 of Seeing Systems. We don't call it organizational ubuntu, but we just might.

Is it Greed, or the Natural Fallout of Unrestrained Freedom?

Financial institutions are collapsing all around us; the stock markets around the world are plummeting, but, in the U.S., the Republican candidate for president continues to maintain that the underlying fundamentals are strong. So what's the problem? Greed, he says. We are threatened "because of the greed by some based in Wall Street." This is the position of unrelenting ideologues. Greed is what drives free markets; it is what produces wealth. When it is working well it is not called greed, it is called freedom, it is what comes when big bad government unshackles us. When unshackled freedom results in disaster - as it inevitably does - the ideologue never admits that freedom is the problem, that keeping the government off our backs is precisely what brought us to this point. Two pages from Seeing Systems should clear this matter up once and forever. "Amebocytes and Slugs: The Politics of Individuation and Integration," pp.187-188.

Russian mother and German Jewish father.

The story indicated that "he had a Russian mother and a German Jewish father." Notice that the mother is simply "Russian." I suspect that she is Christian Russian or Orthodox Russian, but evidently there's no need to identify her religion; as if her religion carries no useful information, whereas the tag "Jewish" does. For me this sheds light on dominance and otherness. If we dominants are Christian, then "Christian" becomes invisible; it is simply the way things are; whereas anything other than Christian stands out as something unusual, foreign, different, and possibly wrong, and as such deserving to be noticed as being explanatory in some way. I suspect that if we were not caught up in our dominance we would realize that "Christian" informs us as much as "Jewish." Chapter 60 in the second edition of Seeing Systems sheds much light on this matter of dominance and otherness.

If it's your own property, is it stealing?

Graduates of a Power Lab from the mid-70s may have some sympathy for O.J. Simpson - accused of stealing sports memorabilia. Simpson, one-time superstar athlete, claims he was only trying to retrieve his own belongings. Is it stealing to attempt to recover your own property? (Being masked and armed may weaken the case somewhat.) Here's the Power Lab story. Immigrants (Bottoms) in the Power Lab give up their luggage and personal belongings upon entering the society. It's not unusual that at some point a group of Immigrants set about retrieving their property. In this program a group did find the luggage and were in the process of reclaiming it when the Conference Center director intervened by calling the local police to report a theft. So here's the scene. The police arrive and they, the director, and the Immigrants are standing around the luggage. The director, pointing to the Immigrants, says: "These people stole this luggage!" A policeman asks: "Whose luggage is this." The Immigrants say that the luggage is theirs. A policeman asks the Director, "Is that true?" The director, after an awkward moment, indicates that yes, in a way, the luggage is theirs. Who knows what the police were thinking at that moment; what we do know is that, without a further word, they turned around, got back in their patrol car, and drove off. I suspect that O.J. Simpson's story will have a different ending.