Tag: supportive challenge

Our Friend Kay: A Life of Openness and Curiosity

Recently we lost a long-standing friend with the death of Kay Dickie on 3 August 2023.  My wife and I have known Kay for forty years – from both a work and a personal perspective.  Her career was interlaced with both our work lives during her many interludes in the world of work.  More recently, Kay has shared her love of music with us in the wonderful setting of Stradbroke Island.  Her life was lived with a mindful curiosity that manifested her inquisitee mind and her deep appreciation of everything in life – life’s mysteries, nature, her friends and beloved dog,     .

Exploring the world of work with Kay

I first met Kay when she was Equal Employment Opportunity (EEO) Coordinator in the Federal Department of Social Security and I was Director, Corporate Services reporting to the State Director.    One particular case of sexual harassment stands out in my mind because it illustrates Kay’s commitment, compassion and dogged perseverance.  She had been blocked by multiple levels of management when trying to investigate what proved to be a serious case of sexual harassment.  Kay, through my agency, was able to act to unearth the issue, circumvent the power politics and prevent the harassment from continuing. 

Kay’s inquisitive mind was not easily fobbed off by managerial intransigence – it only encouraged her to explore deeper and exhaust all avenues for a resolution.  My current consulting colleague, Julie Cork, who was EEO Director at the Commonwealth Public Service Board in Brisbane at the time, commented that Kay had a profound understanding of the EEO Coordinator role and was able to articulate it clearly within her Department and in the broader Coordinator network.

Kay was a strong advocate of action learning and in her work and personal life she epitomised supportive challenge and asking fresh questions as encouraged by Reg Revans, the Father of Action Learning.  From 1991 – 1994, Kay was the Project Manager for the University of Queensland Action Learning Program (ALP) which was judged Best Practice by the Committee for Quality Assurance in Higher Education.  Kay and I wrote a report on the first two years of the Program which was published by the Tertiary Education Institute at the University of Queensland in 1993.

I was External Consultant and Mentor for the Program Team in the first five years of the ALP Program which eventually ran for 9 years.  The program – its philosophy, processes and outcomes – was the subject of my PhD published in 1996, Action Learning for Professional and Organisation Development: An Action Research Case Study in Higher Education.  The PALS Model developed as part of my PhD research was published in an article I wrote for The Learning Organisation Journal 2002, Creating innovation and synergy through a parallel action learning structure.

Kay was also Project Manager for the 1995 National Research Project, Action Learning in Vocational Education and Training.  The project involved 9 researchers, including myself, and produced four major reports which became the foundation documentation for the nationally accredited Certificate 4 in Change Management – Action learning.  As part of the project, Kay and I undertook a series of interviews of managers who had introduced action learning into their organisations.  This research included an interview with the CEO of Kinney Shoes (Australia) that had nearly 500 stores throughout Australia.  Kay and I collaborated with a number of other researchers on the project to produce Volume 3: Applied Principles for the national project.  This volume incorporated cases studies developed through our interviews.

Curiosity about energy and consciousness

Kay was a prime mover in organising the ALAR National Conference in 1996, Energy Switch: the possibilities offered by action learning, action research, and process oriented methods.  Dr. Bert Cunnington provided the plenary presentation on the topic, All you need is love: the loving, learning organisation.  Bert maintained that organisations needed to move from “the negative energy of fear, doubt, and competition” to the “positive energy of love, faith, collaboration and creativity.”  Bert referred to the research that highlighted the high incidence of illness and the related job dissatisfaction in organisations.  He contended that the solution to dealing with the stresses of current organisational life lay in the 4 C’s – challenge, commitment, control and connection.  The emphasis here is on stimulation through challenge, commitment to meaningful work, individual self-efficacy and agency and connection through social support (within and outside work and family).  Bert’s presentation is documented in the ALAR Journal under the title, Dedication- to Dr. Bert Cunnington (Vol 2 No 2 – pages 3-17).

Kay was fascinated by consciousness and the relevant insights from quantum physics and frequently referred to energy as a key element of life.  She cited Albert Einstein’s perspective, “What we call matter is energy, whose vibration has been so lowered as to be perceptible to the senses”.  Einstein’s perception that “everything is energy” that can only be changed, not destroyed, opened up Kay’s horizon on consciousness and spirituality.  She agreed with Einstein’s statement, “We still do not know one thousandth of one percent of what nature has revealed to us”.  Kay reflected what Einstein said of himself, “I’m passionately curious”.  On her 76th birthday, three months before she died, Kay reflected, “the older I get, seeking is the only game in town”.

Reflection

Kay began exploring quantum physics and energy when she was undertaking a Masters Degree.  Like Margaret Wheatley she was keen to learn what quantum physics meant for organisations and her own personal life.  Margaret explored the writers in the area in her ground-breaking 1992 book, Leadership and the New Science: Learning about Organizations from an Orderly Universe.  Margaret’s quest and challenging questions, mirrored Kay’s search for understanding.

Cliff Bunning, Kay’s supervisor, explored in depth how quantum physics relates to developing our spiritual life.  In his 2011 book, The Direct Path to Self-Realisation and Beyond, he maintained that “all feelings good and bad are basically the same energy…flowing in the opposite direction”.  He suggests that positive energy can be generated by expressing gratitude, being forgiving, giving positive vibes, having a pet, feeding your mind with positive information, connecting with nature regularly and “following your heart”.

Global leadership coach and biophysicist, Ginny Whitelaw, contends that leadership in organisations is about resonance.  In her book, Resonate: Zen and the Way of Making a Difference, she maintains that the role of a leader is that of an “energy concentrator”, achieving “synchronous vibration” with followers through listening, mindfulness practices such as Tai Chi, connecting with the energy of nature and accessing our positive energy force through deep breathing.

Kay exhibited positive energy derived from her deep love of nature, her extended social network, and her positive outlook on life.  She drew energy from everything around her and especially the waters and trees of Stradbroke Island.  She once commented, “I need to be near water, otherwise I shrivel up”.  Her life was a simple life that made a difference in the lives of the people she interacted with.

Diana Winston, Director of Mindfulness Education at UCLA’s Mindful Awareness Research Center (MARC), defines mindfulness as paying attention to our present moment experiences with openness and curiosity and a willingness to be with what is. Kay epitomised mindful living.  As we grow in mindfulness through our own connection with nature and all that is positive in our lives, we can also make a real difference through the positive energy and vibration that we emit.

While composing this blog post, I came across a song, Curiosity Abounds, by Modus Operandi.  Their instrumental album that this song is drawn from, Organic Exploratorium, involves “Discovery backdrops and positive soundtracks filled with the promises of education, research, the future”.  The album includes other songs like Curiosity in Planets, Inquisitive Minds, Reality Beckons, Explore the Unknown, Another Day to Explore – all of which resonate strongly with Kay’s outlook on life.

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Image by Sven Lachmann from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site and the resources to support the blog.

Managing Life Transitions through Storytelling

Many writers and podcasters highlight the challenges involved in life transitions.  Some focus on specific transitions such as aging, menopause for women, or transitions precipitated by organisational change.  Their discussions frequently highlight the need to reframe specific transitions such as aging or job loss as periods of growth and creativity rather than decline – this means changing our mindset and our narrative about these transitional periods.  As William and Susan Bridges point out in their book, Managing Transitions: Making the Most of Change, many people become stuck in the “endings” phase of transitions because they focus solely on what is being lost, rather than appreciating the potentiality of “new beginnings”.

Bruce Feiler, in his TED Talk©, The Secret to Mastering Life’s Transitions, contends that one of the core problems people have in managing life’s transitions is that they have a linear mindset, a perception that life is always “onwards and upwards” with a predictable forward-moving pattern – schooling, job, home purchase, marriage, and children, and career promotion.  We are thus ill-prepared for “setbacks” or deviations that occur through job loss, ill-health, loss of a partner, or physical disability.  Bruce, who was diagnosed with cancer when he was a new father of twin girls, suggests that when we are “side-tracked” or things go “offtrack”, we can feel as though we are “living life out of order” – living a life that is totally unexpected.  In his TED Talk© and his book, Life is in the Transitions: Mastering Change at any Age, Bruce maintains that life is a series of “disruptors” and some of these are “lifequakes” that involve massive change and demand managing the transition to a new state. 

The role of storytelling in managing life transitions

Bruce, along with many other writers, podcasters and public speakers, offers tips for managing life transitions that we encounter.  He maintains that a key to transition is to explore our “life story” – this is the narrative we create about our own life. The solution to mastering transitions is often in our own narrative – false assumptions, self-deceits, delusions or denials (e.g. “it can’t happen to me”!).  Bruce maintains that a life transition, especially a “lifequake”, is an invitation to “revisit, rewrite and retell our life story”.  He offers a catalyst for this process through his Life Story Online Interview which provides an interactive form for reflection on, and  recording of, our personal narrative.  Bruce’s insights on life transitions have been gained through his own life experiences as well as through over 1,000 interviews with people about their life story.

Jon DeWaal, in his TED Talk©, Two Factors that Make or Break Every Messy Life Transition, stresses the need, when exploring our life story and the associated narrative, to adopt two practices to ensure that the exploration leads to a constructive outcome.  Firstly, he contends that we need to be honest with ourselves – to own up to our own part in contributing to our side track or offtrack experience.  This requires deep reflection, total honesty, self-awareness and avoidance of the tendency to blame others rather than look at ourselves.  Associated with this is what he calls “community support” – not the gentle, warm kind that confirms our invalid self-assessment, but the kind that offers “supportive challenge” which makes us confront our weaknesses, unfounded assumptions or persistent mistakes/oversight.  Jon is a learning facilitator and life transition guide at Liminal Space – a team of transition experts who can help us grow and thrive through difficult transitions.  Jon is also the creator of the podcast, Life Through Transitions, drawing ideas and inspiration from interviewees who have been able to make life’s “formative transitions” into opportunities for personal transformation.

Dr. Annie Brewster, MD, and journalist Rachel Zimmerman, in their book, The Healing Power of Storytelling, focus on the personal narrative as a way to “navigate illness, trauma and loss”.  Annie shares her own life experiences and transitions and, together with her co-author, offers specific guidance in the process of using storytelling for healing.  She is also the founder of the Healing Story Collaborative which provides shared stories and resources through a collaborative blog – processes that are open to anyone to engage with personal storytelling for the purpose of healing.

Reflection

We are continuously controlled by the narrative in our head and this is particularly true in times of significant life transitions.  We can become embroiled in negative self-stories, get stuck in the endings phase or be blind to the creative options open to us in a life transition.  We need to break this destructive cycle especially when confronted with what Bruce describes as a “lifequake”.

Using reflective storytelling, meditation and other related practices enables us to grow in mindfulness and can help us to increase our self-awareness and insight, to have the courage to move beyond our “comfort zone” and to creatively explore options to manage difficult life transitions and move forward to a new personal identity and reality.

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Image by Cristhian Adame from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group, and the resources to support the blog.

How to Overcome Self-Protection to Create Personal Behavioural Change

Tami Simon, in a recent interview podcast, spoke to Dr. Lisa Lahey about her co-authored book, Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization.  Lisa is also a member of the faculty for the Inner MBA, jointly conducted by Sounds True in partnership with New York University, Wisdom 2.0 and LinkedIn.  In the interview, Lisa and Tami explore our self-protection mechanisms, the need for courage to overcome them and the importance of supportive challenge to sustain significant personal change.

Our self-protection mechanisms create an immunity to change

Our self-protection mechanisms are designed to protect our sense of self-worth and overall psychic health – they stop us from doing things that would be harmful to our psychic welfare.  Research and experience demonstrate, however, that that many people in organisations find it difficult to make positive behavioural changes that would make them a better staff member or manager.  For example, staff may not change inappropriate behaviour despite regular corrective feedback and a manager may not be able to delegate effectively despite their belief in the need for delegation.

Lisa maintains that the real barrier to these desirable behavioural changes is not a lack of procedural or technical knowledge but the need to change our “inner landscape” – made up of our beliefs, inner rules, feelings, self-stories and assumptions about our self, others, and our world.  Many behavioural changes in an organisational setting require these “adaptive changes” – becoming aware of the specific, inner landscape barriers to a focal behavioural change and working consciously to remove them.  This perspective advanced by Lisa lines up with our earlier discussion of “absolutes” and their impact on our thoughts, feelings and behaviours.

Lisa likens our inner landscape to our immune system which is a self-protection mechanism designed to protect us against infection.  Our immune system, however, can also work against our physical welfare.  This can happen when it becomes hypersensitive to foods that would otherwise be good for us and creates inflammation in the form of rashes, hives, and other manifestations of food intolerance and allergies.  Another example is when the immune system rejects a liver or heart after a transplant.   Our inner landscape, just like the self-protective mechanism of our immune system, can work against making and sustaining desirable, personal behavioural change (whether within an organisational setting or in daily life with our family).

Making adaptive change through the “immunity change process”

In her Book, Immunity to Change, Lisa provides a detailed four-step process for making adaptive change which she calls “the immunity change process”.  In the podcast interview, she offered a brief description of each step and these are illustrated below:

  1. Have a clear goal in mind – Clarity around your behavioural change goal is critical because it enables a focused exploration of your “inner landscape”.  Lisa gave the example of her gaol to overcome the fear of public speaking.  Here I will focus on the goal of improving delegation as a manager, drawing on my experience working with managers over many years.
  2. Honest exploration of your self-sabotaging behaviours: As a manager, you might work against the achievement of your delegation goal by constant interference/ checking in with the person to whom you have delegated work (the delegatee), expressing a lack of trust in the delegatee’s ability to complete the work successfully, showing increasing signs of nervousness, and/or being unclear in your instructions/requirements when establishing the delegated task.  These behaviours can feed your anxiety cycle and thwart effective delegation to the delegatee and, at the same time, undermine their confidence so that they do not do the delegated job very well (an outcome that reinforces your belief system about the threats to your self-worth involved in delegating).
  3. Honest exploration of your inner self-protective goals:  These inner goals lie beneath your self-sabotaging behaviour and provide the unconscious rationale for behaving in a way that works against the achievement of your goal.  These self-protective goals could include trying to avoid the embarrassment of staff making mistakes, ensuring the security of your own job, maintaining a sense of superior knowledge and skills (“better than”) or avoiding being seen as lazy. 
  4. Identifying and challenging the underlying assumptions that give rise to the self-protective goals: These could include the assumption that if the delegatee becomes really good at their work your job will be at risk, they will see any poor work that you have done in relation to the delegated task,  they might do it the wrong way if you don’t constantly check on them, you will be seen as incompetent if they do the delegated task poorly or you will lose control of the task and the delegatee and reduce your influence.  These assumptions are interrelated and self-reinforcing, reducing your capacity to see possibilities and explore creative options.  Once these underlying assumptions have been surfaced, you can challenge them by exploring alternative assumptions.  Lisa suggests, for example, in relation to delegation, that the process could be seen as adding real value to the organisation and the delegatee by enabling them to be the best they can be.  This not only contributes more fully to the achievement of organisational goals but also builds staff motivation and mental health through providing a sense of agency.  Also, as neuroscientist Tali Sharot explains, you grow your influence by letting go.

Reflection

Our inner landscape acts as both a self-protective mechanism building our self-esteem and a self-sabotaging system that comes into play when we perceive that our self-worth is under threat.  As we grow in mindfulness through reflective processes such as the “immunity change process”, we can become more aware of our self-sabotaging behaviour, our unconscious self-protective goals and the underlying assumptions that hold them in place.  As we challenge our assumptions and associated expectations, we can break free of their hold over us and be open to creative options that we can pursue with courage and persistence.

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Image by Peter Perhac from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Savoring Friendship

Friendship is something we can take for granted until we lose a friend or move to another location or workplace and have to make new friends.  Losing a friend, whatever the cause, can leave a hole in our lives – a sense that we have lost something of ourselves.

There is something special about a close friend – the ability to take up where you left off after many years, the capacity to share most subjects, the ready understanding of your quirks, easy tolerance of your idiosyncrasies and understanding-in-common from a shared history (however short or long the shared experience).

Barry Boyce discusses this feeling of being “in sync” in terms of the neuroscience notion of “brain coupling”, the experience of being “like one brain”.  He goes on to elaborate:

I’m sure we have all felt that with a friend.  The sheer joy of a shared laugh.  The moments of listening when you need to be heard.  The shoulder to cry on.  Someone to share the ups and downs without caring which it is.

There is clearly something to savor in friendship – the ease of connection, the joy of “being with” someone, the ready tolerance, the sense that you are not alone (even if you have lost both your parents), the shared memories and stories, the emotional support and the supportive challenge that helps you to be a better person, parent, colleague or friend.

We need to take time out to value and savor these close friendships, whether they involve our life partner or people who live apart from us.  Sometimes savoring may lead to a loving-kindness meditation to express appreciation or gratitude for the friendship or to reach out compassionately to a friend in need who may be struggling through health issues or some form of loss.

Then too there are the friendships that we experience every day that we do not consider to be close relationships.  They may be supportive colleagues, the person serving us at the coffee shop, the owner of the newspaper shop or any number of acquaintances who we encounter regularly.  We should savor their friendliness, helpfulness, willingness to engage in conversation and the way that they can “brighten our day”.  These friendships are another form of human connection that enriches our lives – we can make them a source of mindful connection if we really savor the richness of being with them.

Even a simple smile for the person at the supermarket checkout counter can be an expression of appreciation and gratitude and a simple way to savor the moment through acknowledging their presence, friendship and assistance.

Savoring friendship does not always require loving-kindness meditation. As we grow in mindfulness, we can savor the moment when we experience friendship and be grateful of this gift that is often missing in the lives of people experiencing depression.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of cherylholt on Pixabay

Reframing Assumptions

Our assumptions play a major role in our lives.  They shape our perceptions, influence our emotions and affect our responses to people and events.

On one occasion, I was talking to a colleague who had been using a collaborative approach to undertake local economic development in a regional area.  He was telling me about a community consultation meeting that he had conducted on the Sunday before.  As he spoke, he became progressively more upset, agitated and frustrated.

When I asked him why he was so upset, he told me that the Mayor of the town had turned up to the meeting.  He then proceeded to share his negative perception about his attendance – “Why was the Mayor at the meeting?”, “Why was he getting in the road of our project?”, “What was he hoping to gain by being there?”

When I asked about the Mayor’s behaviour during his participation in the meeting, it turned out that he had participated constructively like everyone else present.  My colleague’s negative assumptions about the Mayor’s motivation and intentions were influencing his perception, his emotions and his response.

I suggested that he could actually think differently about the Mayor’s attendance – he could reframe his assumptions.  I said that I do not know of many Mayors that would spend an entire day on a Sunday, away from their family, to attend a meeting that was entirely optional. I suggested that the Mayor could have attended the meeting because he was genuinely interested in local economic development and community welfare.

After thinking this through, my colleague started to see the Mayor’s attendance as a positive thing – a sign of support rather than an attempt to sabotage his own efforts.  By challenging his assumptions, my colleague could reframe the event and the participation of the Mayor – he saw the person and the situation in a new light.

Our assumptions play out in every sphere of our lives – at work, at home, in the community – and operate at an unconscious level.  As we grow in mindfulness and inner awareness, we are more likely to become aware of our assumptions and the negative impact they can have on our perception, our emotions and our responses to people and events.

Image Source: Courtesy of Pixabay