writing

Reteach a thing its loveliness

The poet Galway Kinnell, a writer of exquisite and moving poetry, died this week.His poem 'St Francis and the Sow', which you can read in its entirety here, opens with these lines:

The budstands for all things,even those things that don't flower,for everything flowers, from within, of self-blessing;though sometimes it is necessaryto reteach a thing its loveliness,to put a hand on its browof the flowerand retell it in words and in touchit is lovelyuntil it flowers again from within, of self-blessing;

This expresses so clearly a central responsibility of leaders (isn't that all of us?), parents, friends, coaches, consultants, doctors, nurses, teachers of all kinds - to act in a way that enables the people and systems in which we work to flower from within, of self-blessing.It is ridiculously easy to be cynical. Easy to create distance. Easy to forget the capacities that lie within us. And the easiest (and sometimes, in the moment, most self-satisfying) to pull people and projects apart with our knowing insight and sharp judgement, or with our world-weariness.And it's probably the hardest, and most necessary, to be someone who patiently, over time, brings about genuine flourishing by reminding us all of our most life-giving qualities - the ones we so easily forget - so they can be called into expression.

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Organisations, projects, and our capacity to forget our own humanity

You may know the story of the Tower of Babel. A whole generation of people, those who have grown up after a world-devastating flood, conspire together to build a sky-tower like none ever seen before and are punished and dispersed across the world for their hubris and arrogance.Our hubris, problematic? Yes, when it dislocates us from the rich biological and social world of which we are an indivisible part, when we over-extend ourselves in pursuit of our wants with no heed to the consequence and impact.But the story itself is problematic if taken as a caution against human boldness and creativity, because these are the very qualities we most need in order to bring about a world in which we can all live.It is our capacity to imagine, to invent, and then to act in cooperation with others that have brought about medical, technological, social and political advances that have transformed the quality of life for billions. Confidence in our ability, acted upon with due consideration of the wider world, is no compromise of our humanity but a dignified and important expression of it.In an imaginative retelling from the 1st century work of Eliezer ben Hyrcanus, there are no stones available to build the tower, and so thousands of people are marshalled to bake bricks until the construction is some miles high. Those with new bricks climb the tower on the eastern side, and those who descend go down on the western side.Sometimes a person climbing up or down falls. When a person drops to their death, nobody notices. But when a person falls with a brick the workers sit down and weep, not for the life lost but because they do not know when another brick will come in its place.In this interpretation the compromise to our humanity comes not through building itself, but through the way in which we build. Or, said another way, our projects can bring about great changes in the material world at the same time as they bring about great changes in our social and inner worlds. We are inevitably shaped both by what we do and by the manner in which we do it.The danger here is not that we hope and dream and build and make and create. The danger that Eliezer is so keen to point out to us is that we easily do so without paying sufficient attention to the kind of people we are becoming through the doing. We become means-to-an-end, objects, 'it' instead of 'I', 'it' instead of 'you'.In this reading the story of Babel is a reminder of our endless capacity to forget ourselves and others as human beings even as we pursue our most human of goals.

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Turning away

The more I look, the more it seems to me that among the most personally damaging acts each of us can take is that of turning away from truth.I’m not talking grand universal truths here – the kind that people claim apply across time and space and across people. It’s quite easy to see that establishing truth in this way is fraught with difficulty.No, I’m talking about something more basic and immediate: what’s true about this moment, this experience, from the place in which you stand.If you pay attention, it’s not so difficult to tell when you’re turning away from truth in this way. The truth that you are sad, or joyful, or angry, or despondent, touched or numb, feeling whole or split apart. The truth that this is difficult or painful for you. Or the truth that this is bringing you to life.The truth that these thoughts you are thinking, whatever they are, are what you are thinking. The truth that what you’re feeling in your body is what you’re feeling. The truth that this place is where you are, and that what you are doing is what you are doing.When we deny these simple, basic truths to ourselves and others – when we speak of ourselves inwardly or publicly with deliberate inaccuracy – we assault our own integrity. And we cause ourselves tangible harm, in our minds and in our bodies, by putting ourselves at odds with ourselves, fuelling the inner battles that pull us apart.And then being whole again requires a kind of return, a turning back to the part of ourselves that understands how things really are. A turning back to something simple, and straightforward, the heart of which we’ve known all along.

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On Play

I am on my way home from an evening of joyful, experimental playfulness. Ten people, mostly unknown to one another, gathered together by a friend and colleague for an evening of games inspired by the world of comedy improvisation.We've laughed, talked, experimented, and experienced some moments of surprising light and tenderness. And now, done, we head off into the damp London night.I'm struck by how little space genuine play has in many of our lives, and particularly how absent it is in most workplaces. Since the days of the industrial revolution we have largely thought of work as a place of utmost seriousness. We have play progressively schooled out of ourselves by an education system obsessed with predictability and measurement. We've relegated it to the margins, thought of it as a distraction, boxed it in to prescribed spaces and times - away days, workshops.Our most productive, inventive, connected and generative moments come when we abandon our pretensions and tendency to over-think and allow ourselves to be playfully drawn out of ourselves by situations and by others. Such play has enormous restorative power, bringing us back to the aliveness of our bodies and the richness of our interactions with others.It seems we'd rather ignore the signs of our own stiflement - boredom, tiredness, fogginess and stress - and plough on with our processes and structures even when they no longer serve us. Seriousness has become equated with professionalism, play with taking liberties.And, yes, play is the taking of liberties - a necessary act of freeing ourselves from our rigidity so that something surprising and fresh and alive can happen.

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What ought to be

"It's different. It's not like it used to be."or"She's different. She's not like she used to be."Perhaps so.When you're so sure that the world, groups you're part of or people changed in ways you don't like (or find difficult to make sense of) it's tempting to want to fix them, to pus them back into a form that's familiar. This is the way of complaint, of resentment, of dissatisfaction, of judgement.And it locates all the responsibility far away from you.But maybe what's happened is you're not like you used to be.If you were prepared to entertain the possibility that you're the one who's different now - that you've developed or grown or shifted in some way, or maybe that you've momentarily lost touch with something that used to be important to you - what would it open up to you?Maybe a new kind of curiosity. Perhaps a new kind of acceptance. And maybe some new ways of engaging with what is rather than an outdated idea of what ought to be.

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No to yourself

An early and necessary step in taking care of your own development is being able to say no to yourself, especially the part of you that acts unreflectively and habitually to soothe you, calm you, or keep things familiar.

No to snapping at others when you're overstretched or feeling stressedNo to reaching for your email or phone when you're anxiousNo to saying 'yes' every time someone wants you to get involvedNo to over-stretching yourself in your attempts to feel of useNo to keeping quiet when there's something to be saidNo to taking control the moment others wobble or make a messNo to calming down all the conflicts so you can keep the peaceNo to being right so that everyone else can be wrongNo to getting busy and busier when you're feeling uncertainNo to ignoring your body's demands that you rest or take careNo to the inflated, twisted, out-dated demands of the inner critic

Each of these habits acts to keep the world in a recognisable configuration. Each sustains an identity - a story about yourself that you come to rely upon and which you present to others. And each fixes the horizons of the world so that not too much can surprise you (least of all your own unrealised capacity to respond in fresh, creative and unforeseen ways).And all of this is why, if you want to attend to your development, saying no to yourself is an early step, so that over time you're able to reach for a more expansive and responsive yes.

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Who you work with matters

Around some people we open up, bringing our troubles and difficulties and confusion into the light. And around others we close down. Nothing seems possible to say around them.Some people bring out our hopeful optimism. Others evoke more of a sense of darkness, despair or resignation. And around some people we get to see and think clearly, perhaps in a way that isn't possible for us when alone.Over time, who we are with significantly shapes us, our preferences, our language and our everyday responses to the world.Two consequences of this:Firstly, the way other people are around you might have a lot to do with you.Secondly, who you work with matters, more than you might know.

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New moon

It's a new moon tonight.Did you know?Did you notice?How much do you let the cycles of the natural world touch you, shape you?Is there a cycle to your months? Your years?Are you different in summer, autumn, winter?Is your work different?Do you do anything to respond to the changing energy of the seasons?Do you demand that you, and maybe those around you, act as if constant, uniform: dependably busy, dependably productive, dependably dependable?Or can you allow yourself the kindness - and the aliveness - to be someone with cycles and seasons of your own?

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To trust is to risk

Trust is easy to misunderstand.The most common mistake is to say "I'll only trust when I know you're trustworthy". But this is trust without risk. Trust without putting yourself on the line. Trust as a demand. Trust without trust.Genuine trust does not come about this way. Instead, it's brought into being by your courage, openness, and willingness to risk that things won't work out the way you hoped. Genuine trust requires you to not know how things are going to go. It can never be a demand, but must be an invitation to act, and an invitation to keep talking when things don't work out as you'd hoped. More than anything else, genuine trust is an invitation into a relationship that you're committed to even when things go wrong.When you offer trust, but only on condition that nothing is placed at risk, can you say that you're really inviting trust at all?

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The difficulty of changing a culture

One of the reasons that culture change is often so difficult is that we see it as a change of behaviour without understanding that it always involves the capacity to change our habits. And this is itself no trivial matter.The capacity to change habits requires more than a list of new behaviours to take up, a set of new processes, or even a compelling story about the change that's needed and what it might bring about - although each of these can surely help.We also have to learn:

  • how to loosen our grip on our familiar way of being, acting and speaking
  • how to tolerate anxiety (because this is how it almost always feels to let go of a way of being we've become familiar with)
  • how to deal with our own inner criticism and deflation when things don't go the way we're expecting
  • how to practice new skills, and stay dedicated to our practice over time
  • how to listen, speak, and make powerful requests (so that we can address interruptions and breakdowns to our intentions as they arise)

All of these are developmental tasks that support us in moving away from our habitual reactivity and into the kind of openness and responsiveness that's required whenever we want to bring about a lasting change.It's time we helped ourselves by taking the developmental aspect of organisational change seriously. As long as we see it as just a shift in behaviour, and ignore the shift in our collective development and skilfulness that's also required, we're going to keep on adding difficulty to what's quite difficult enough already.

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