Torrey Orton
August 27, 2013
... all enveloped in a fog of uncertainty, fear, and anxiety, pierced by varyingly attractive and recuperative glimmers of hope and anticipation
Emerging needs (3) – Ties that bind?
Torrey Orton
November 19, 2009
So the Oz coal industry is not spending its governmental freebies for "clean coal" development research and commercialisation. Almost no-one with industry awareness, except the industry mouthpiece Australian Coal Association, thinks they are even trying. How can this be so? There's a host of factors, one of which I want to enlarge a bit. It is the natural entropic forces in organisations, specifically the multiple creature comforts of present arrangements, especially for large and deeply embedded organisations, of which coal is one. Ties that bind.
Try the American automobile industry for another – with decades of encouragement to build useful and energy efficient cars, they've done little, even in the face of dramatic innovativeness from their close worst enemy, Toyota. Their leaders rode to a Congressional hearing on their futures in private planes at the edge of the great downturn. Didn't they know? Obviously never thought about it. Ties that bind.
A micro lesson on resistance
A lesson I learned a while back in executive coaching is that a key development moment for a major shift in coachee approach occurs when he/she doesn't know what to do in a critical workplace relationship. Typically, this is when a personally 'tried and true' approach fails repeatedly with one person or group. The exec is stymied by their own inability to work in a different way. Even high levels of notional motivators like failure to meet objectives, KPI's and similar Taylorist contrivances do not provide the energy and discipline required to change their behaviour. That executives are systemically impervious to disincentives (except in placing their own remuneration pleas) is increasingly acknowledged. Ties that bind.
To do differently – to become effective in the area of agreed ineffectiveness - they would have to learn a new approach. That involves a period of personal vulnerability. This period has two main steps: acknowledgment of the specific incompetence and learning the new one. Resistance flowers in the uncertainty (and implicit loss of face) that accompanies the acknowledgment of incompetence and then flourishes in the anxiety of learning new behaviour. Ties that bind.
Acknowledge the stymie
The pathway to a solution is simple: acknowledge the stymie. But this usually includes acknowledging a weakness – namely not knowing what to do. Around that dilemma many exec's get stuck in their habitual range of communication competences. Many relationship breakdowns can be tentatively sourced to this failure. I'm not the first person to discover this, so it must be hard to learn. I can only guess that it's too hard to be included in leadership trainings or is on the very hard end of the learning spectrum for such events and so few are pushed to extend themselves into this territory of personal vulnerability. They probably would not get a bonus for trying and might get a career limiting file note for embarrassing the leadership. Ties that bind.
Among many factors, this may be a difficult learn because workplace social system(s) are resistant to change, like families, cultures and major human institutions. The resistance arises from the very functionality that is suspect – traditional ways of doing things. Its source is the tension between the ease of present need fulfilment arrangements and the threats of new ones. Few people go into any form of perceived dark night willingly (and those who do personally – the suiciders / euthanasiers - are vilified for weakness, self-indulgence and disrespect of the god(s)).
An outstanding bind – whistle blowing
We are increasingly in a bind about a number of things. The typical diversity of the responses is on with issues like climate change, health reform, and economic system constraints. Not a few ring appropriate alarm bells on each of these – each a whistle-blower of a sort. Trouble is, we have become inured to the whistle and demonise the blowers, unless they shrill for our ties that bind.
It seems that governance can never catch up with work arounds. Wholly normal and wholly necessary…just who we have to work with. If we can notice our own bindings we may do better speaking to others of theirs.
These are the ties that bind.
A small example of displaced anger: in our house we intensely dislike phone solicitations for charity or sales, with slightly less animus for the charity than the sale, and greatly more for those who just want to ask a few questions as a cover for a sale by marketing slime!! I’ve placed us on the national not-to-be-called register and things keep coming, especially around dinner time. One of these happened yesterday from a charity. I called back today to ask them to take us off the call list (we give regularly by mail). I was rougher in tone and barely withheld anger than she deserved, except that they are the latest in a running series of these things which seem unstoppable. I did not know when I picked up the phone to call that I was actively angry. I was and she got a bit of it (I do the same to males – gender free aggressiveness).
This need is for expression of experience. People need to do this. Just when and how much is a personal and social question. Unvented anger is an internal stressor; lots of little ones may make a big explosion – a rage. We all know that withheld anger or irritation builds, often to be inappropriately expressed on the wrong person(s) (often at greater distance and of less power than ourselves); or, expressed to the appropriate person(s) but well over the top of the immediate cue that sets it off. Inappropriate after all. This comes from the arena of perceived injustice or unfairness, a capacity which it seems all humans have (for personal detection of injustice, that is). Accessing emerging perceptions of injustice is a core skill for a competent person and a competent social system. Prevention of inappropriate blow-ups is one reason for getting better at it. Another is to rectify emerging injustices.
Getting a grip on emergences, separating the real from the false, the liberating from the enslaving, is one of the major challenges of our turbulent times where standards and process of all kinds are up for grabs. The challenge is personal, familial, social, political…multilevel, multi-sectoral…all happening at once.
A sense of need, but what need?
A third potential example of the emerging, and a difficult one to even present, is this: I have a sense that there is a new level of intellectual / spiritual activity, a kind of desperate expressiveness coming from every type of existing socio-political paradigm across all domains of human activity (all those which are disordered, distressed, displaced by turbulence) as if they are gearing up for a fight and want to get on the field of influence or battle early. Perhaps it is just a flowering of new expression liberated by the turbulence – change is good for innovation, encourages it, demands it. My sense is that we are entering a new phase of activity.
So, join me in discovering and disclosing emergences of all kinds…we certainly can’t tell now which ones matter for the future. Refining our detection capabilities will count for the future, since some of the emerging needs / wants will be thematic in the future.