It’s Christmas Day and I could have better used the title Christmas mess-edge for this short piece. The story of Jesus Christ isn’t just a sweet and sentimental account of a baby boy born in Bethlehem 2000+ years ago. If it’s true, it’s about God entering the very real messiness of our lives and world and offering the potential to transform them into something completely new. Something beyond our wildest dreams, hopes or expectations. Something that stretches and transcends the boundaries of all human existence and experience.
I’ve known something about this notion of stretching boundaries over this past year, about extending the edges of my own experience. I bought a new bike in the spring, challenged myself to cycle over 1000 miles in 6 months and over 50 miles in a single ride. I had never done anything like that before and yet I did it. I also challenged myself to swim 1 mile 3 times in the same week. And I did it. It felt like I had crossed over an important physical and psychological line, achieving things that had previously felt impossible for me.
I wrote and had published my first article with the British Association for Counselling and Psychology (BACP). I’d written lots of articles for different publications before but this felt like the next step up in a professional field that sits close to my heart. The editor of Coaching Today invited me to write on spirituality and I jumped at the chance. To top it off, I did my first ever series of radio interviews on spirituality too. It was a great opportunity and a novel experience so sit in a recording studio and to share my beliefs openly on air.
And if that was the end of the story, there would be no need for a Jesus, at least for me. But it’s far from the end. I’ve struggled and failed on so many fronts. Sometimes, I haven’t even struggled when I have known I should. I’ve known deeply and personally what Francis Spufford aptly calls the universal ‘human propensity to f* things up’ (Unapologetic, 2013). At times, I’ve failed in relationships, made mistakes at work, fallen short of my own standards, spoken when I should have kept quiet and kept quiet when I should have spoken.
What’s more, one of my closest friends has fought courageously with terminal illness. I’ve felt hopeful and helpless, trying to offer support where I could yet knowing I can’t make it OK. I’ve yearned to take the anxiety away but known that I can’t. I’ve watched Syria in the news, the damage that human beings are able to inflict on each others’ lives, on whole countries and regions. I’ve felt impotent and confused. Not all the time, but enough to know that redeeming the world is something I can take part in yet, ultimately, lies well beyond me.
And so as I reflect on Christmas, I know what it is to be an aspiring yet fragile human being. I’ve felt exciting moments on the edge of success and have known what it is to screw up and need forgiveness. I have felt the amazing love of others, often undeserved yet tangible all the same. At that first nativity, I believe God himself entered the messy complexity of our lives and world with the most profound message of love and hope possible. Not just in words but in a life well-lived and a promise of presence and eternal life. Merry Christ-mas!
Imagine over 2 billion people. It’s enough to make me feel dizzy, roughly a third of the world’s total population, Christians all over the globe marking a very significant event this weekend. Easter. But what does Easter mean for Christians? Why is it so important? How is it different to a colourful, pagan, fertility festival marked by chocolate, rabbits and eggs?
At the heart of the Christian Easter is a cross, a symbol used by Christians to highlight the centre-point of their faith. The cross is a reminder of Jesus Christ, the Son of God, crucified on a cross 2,000 years ago. It’s a shocking symbol, an instrument of Roman torture and agonising death. It draws our attention to a God-man-saviour, prepared to give his life for us.
That’s where it gets hard. What if the biblical account is true? Can I dare myself to believe it? What if Jesus really was the Son of God? Could he really love someone as messed up as me? I can only draw one conclusion. If this story is true, the cross cries out in the starkest possible terms that no matter who we are or what we have done, we really matter to God.
And there is more hope. Easter Sunday marks an equally remarkable event. This Jesus who died is raised by God. Miraculously, he is brought back to life and, what is more, promises us life over death by trusting in him. He offers us light, life and hope in the midst and beyond the dark deaths and despair we may face in life, psychological, emotional and physical.
So that’s where I place my faith. Not in my weak and inconsistent efforts to be a good person, a clever person, an interesting or adventurous person. I know what I’m really like inside. Amazingly, God is never disillusioned with me because he never had any illusions in the first place. I place my faith in Jesus. If the Bible is true, he truly deserves my life.
It stands around the corner from an authentic Thai restaurant in central London. On the face of it, it’s an elegant building. As you walk past, however, you realise with surprise that the frontage is a façade, an elaborate shield concealing a plain office building that lies behind it. It’s a striking metaphor, a symbol of sorts for an inauthentic life. It challenged me powerfully yet silently to consider the masks I wear, the images I project to disguise my real self.
Some years ago, John Powell published a popular, short self help book, ‘Why am I afraid to tell you who I am?’ He explored how we attempt to protect our fragile egos and avoid our fear rejection by acting out roles or playing games. These are defensive routines aimed at minimising social anxiety or negative evaluation. By putting on a front that we believe will impress others, we attempt to feel better about ourselves and to win others’ approval.
At one level, these strategies can prove successful in life and work. It’s one reason why we pay attention to our physical appearance, the way we behave and conduct ourselves in public, the way we present ourselves at job interviews etc. From our earliest childhood experiences, we learn what wins love and affirmation from others within our key relationships, social environments and culture. We learn how to play the game.
At another level, however, keeping up appearances can prove self-defeating. Over time we may feel alienated from ourselves, not sure how we really are, and alienated from others, not sure if we are really loved and accepted. We can feel lonely, frustrated and tired. It’s as if, paradoxically, the façades we create to develop and maintain relationships can have the opposite effect, preventing authentic and intimate contact with others.
This presents us with a dilemma, an anxiety-provoking risk. What if I remove the mask, tell you what I’m really thinking, show you how I’m really feeling? Would you love and accept me for who I am or would you look at me with disappointment in your eyes? Will making myself vulnerable release you to be vulnerable too? Can we find a new way of connecting that feels more real, more authentic, less defended, less like a façade?
It can feel like a breathtaking step. The possibility feels exciting and yet the potential feels daunting. I’m reminded of Jesus’ call in the gospels: ‘remove the mask and come into the light’. There is further New Testament teaching too: ‘perfect love casts out fear’. If God can love and accept me as I am, perhaps I can learn to love and accept myself and to love and accept others too. Perhaps that’s where it starts, feeling truly safe with God.
So therein lies the challenge. As a leader and a coach, am I willing to make myself vulnerable so that others can be vulnerable too? Can I demonstrate unconditional love with such honesty that others feel safe to remove their masks, to take down their façades? Can I find new ways to relate to others with an increasing sense of trust and authenticity, creating ever-deeper levels of contact? It’s certainly a goal worth praying and striving for.
I met with a group of Christian bikers yesterday who were discussing the Paris to Dakar rally. During the course of the conversation, the group leader spoke about the incredible teamwork and logistics involved in achieving success in such a gruelling event. He compared it by analogy to supporting each other as friends and fellow bikers on an exciting yet demanding journey of faith. He mentioned how we sometimes talk about the ideal team as a ‘well-oiled machine’. It was certainly a metaphor that appealed to the group. He went on, however, to challenge the metaphor. ‘A team isn’t a machine. It’s people. People like us. People like you and me. People who are different to each other, each with their own personality, talents – and quirky habits.’
He went on. ‘It’s that kind of team that I want to be part of. A team of friends who care deeply about each other, look out for each other, support each other, laugh together, cry together, pull together. A machine does none of those things. It’s cold, efficient, impersonal, inhuman. The machine metaphor is all about performance. The team I’m talking about is all about relationships.’ One bloke piped up with a playful glint in his eye. ‘This group is nothing like a well-oiled machine. It’s more like a buckled wheel – and I love it!’ As I looked around the room at these leather clad men, each with his own mixed life story of brokenness and success, I could see what he meant. There’s something about this team that's intensely human, personal and real.
I reflected more as I rode home. I thought back to teambuilding events I’ve been involved with, team coaching experiences, team models and technical scientific psychometrics. This man wasn’t simply advocating a different team model to the norm, a different team focus or approach. He was advocating a radically different existential–spiritual paradigm to that we find in many Western organisations today. He was challenging an over-emphasis on performance and efficiency that loses sight of humanity and meaning. I was taken back to a conversation with an African colleague who once commented, ‘I know Western organisations are preoccupied with targets and metrics. Our invitation, however, is to meet with us as people and to walk together.’
Is this hopelessly naïve, idealistic and unrealistic? What about all the pressures organisations face in increasingly competitive markets? What about increasing demands from boards, employees and shareholders for greater accountability, productivity and profits? What about organisational cultures that foster internal competition too? I agree, it’s a real challenge. It calls for visionary, courageous leadership, a radical step back to consider deep questions of identity, meaning and purpose at organisational and wider stakeholder levels. It begs profound questions, e.g.‘What is influencing our beliefs about what is most important to us?’ ‘What is driving our behaviour?’, ‘How can we be more human?’, ‘What legacy do we want to leave in the world?’
I’ve had the privilege of working with some leadership teams that have taken this challenge seriously. Admittedly, it felt counter-intuitive at the time, especially at first. How to build in a more explicit spiritual-humanising dimension to the organisation’s thinking, practice and culture in the midst of intense organisational busyness, pressures and deadlines? Wouldn’t it take more time than was available, slow things down? I could feel the understandable tension alongside the aspiration. One team decided to bite the bullet. Its 2hr meetings had constantly packed agendas. It struggled to work through everything and the pressure felt relentless. Some felt tired and wondered in conversations offline about their team’s sustainability and their own ability to cope.
We discussed how it would feel to check in with each other and with God at the start of each meeting - and they were open to experiment. We decided to allow 20 mins of each 2 hour meeting so that people could arrive and breathe before diving into business. As they settled in, they shared stories of how they were feeling, what was happening in their worlds at the moment, what was preoccupying them. They practised active listening, being genuinely present to each other. Sometimes they prayed. At the end of the 20 mins, they felt more relaxed and focused with a stronger sense of team spirit. They used the next 5 minutes to revisit the agenda: ‘What now stands out as most important to us?’ ‘How shall we do this?’, ‘What do we need to do this well?’
The team commented after practising this for a few months on how it had transformed their relationships and meetings. Their times together felt more focused, inspiring, energising, open, honest, human, and productive. They achieved higher quality and faster results. They began to identify ways of working that served them well (e.g. speak up; hear well; challenge; support) and used bright green cards light-heartedly to signal and affirm when anyone in the team modelled those behaviours. When others joined them for their meetings, they explained their new team culture and invited them to join in too. The effect was electric. It modelled inspiring team values and effective ways of working that extended beyond the team into the wider organisation.
So, some questions for reflection. What difference do you, your team and organisation want to be and to make in the world? How far and how often do teams you are part of feel and act like a human place? What are your best and worst experiences of team? What made the biggest difference? What kind of person, team or organisation do you aspire to be and become? What kind of personal, team and organisational leadership will it call for to succeed? What will 'success' look and feel like for those involved and impacted by it? What values, practices and culture will others notice characterise your team? What place, if any, do God, spirituality and prayer take in your thinking and practice as a team? I would love to hear from you!
I spent this week with a Christian social worker friend in South Germany. At one point, we visited a project for older people who want to learn how to use new technologies. The project is led by a group of volunteers from a similar age group who act as trainers, mentors and advisers. This friend who manages the initiative entered the room, smiled and said hello to the group, introduced me then walked around the room, purposefully shaking hands and greeting every person individually with genuine warmth.
The thing that struck me most was his profoundly-felt presence in the room. He has an unusual talent for standing, moving and gazing in such a way that demonstrates he is really here and really now. It communicates a deep sense of being and being-with that extends beyond words. The act of shaking hands, of physical contact, felt more than a cultural ritual and created a profound sense of emotional and relational contact with the group. I felt spell bound by this person, this quiet charisma, this dynamic he evoked.
It’s a sharp contrast with an approach to leadership, coaching or training that relies purely on professional competence or expertise. It’s so easy to lose contact with ourselves, God and others in the midst of the business of the day. We can become so preoccupied with a task that we lose sight of what really matters at a deeper human-spiritual level. As I watched this friend and felt his presence, I was reminded of words from the Bible: if I’m clever, competent and successful but do not love, I am nothing. (my paraphrase)
So my challenge as I return to England is to reflect more on my presence; to have a clearer and more focused sense of my deepest beliefs and values; to take a more intentional and resolute stance in relation to others that demonstrates love, warmth, care and authenticity. I want to be more aware of when I behave in professional mode but lose sight of a person or group; when I allow myself to get so busy, so task-focused that I lose sight of my own and others’ humanity. In short, I want to be more like Jesus.
I had precautionary tests this week for a potentially life-threatening condition. Thankfully, the results turned out to be OK but it’s experiences like this that often bring existential issues into sharp relief. Existential coaching focuses on helping a person explore his or her own sense of ‘being in the world’, that strange psychic awareness that we are in the world before what we are in the world. At times, such awareness can feel mysterious, unfathomable, disorientating and anxiety-provoking. It’s like one of those moments when, as a child, I gazed up into the night sky, saw the stars and the enormity of space, imagined space and time going on forever and felt dizzy and perplexed by it. It can also raise deep questions to the surface such as, ‘Who am I?’ and 'Why am I here?’
According to existentialist thought, our essence as a person isn’t fixed but we become who we are through the choices we make. Our choices are influenced by factors such as the assumptions, beliefs, judgements, hopes and fears etc. we hold about ourselves, the same we hold about others and how we experience and act in our relationships with others, in our everyday circumstances and in the decisions we face and make. Existentialist writers sometimes refer to this as our ‘stance in the world’, that is, how we perceive, position ourselves and act in our everyday lives. Our stance both reflects something of our sense of and our way of being in the world and shapes who we are and become in the world. I can share a personal example to illustrate this phenomenon.
When my youngest daughter was 7 years old, I took her to a theme park that had a very high and steep ‘death slide’. I was surprised and impressed to see her quietly but resolutely psyche herself up to leap down its harrowing slope. When she finally did do it, I asked her how she managed to bring herself to push herself off its terrifying edge. She responded in a way that humbled and amazed me: ‘Firstly, when you told me it would be OK, I trusted you that it would be OK, even though it looked so scary. Secondly, when I write about what we did today in my diary tonight, I want to be able to write that I went on the slide even though I was afraid of it, not that I didn’t go on the slide because I was afraid of it. That’s the kind of person I want to be.’ I felt awe-struck and speechless.
Curiously, we are often unaware of making choices, or deny to ourselves that we are making choices in order to avoid the responsibility that choice implies, and unaware of the underlying metaphysical world view we hold that both influences and is influenced by our choices. It’s as if we can live at a superficial level, sometimes choose to live at that level as a form of self defence or life-coping mechanism. The problem is that if we only live at that level, we may fail to be who we can become in the world; deny ourselves and others a deeper and more fulfilling life experience; struggle with contact in intimate relationships; expend our time, energy and resources on distractions that aim to suppress or avoid facing the discomfort and anxiety that existential issues can evoke.
One of the goals of existential coaching is therefore to raise world view and choice into awareness in order enable clients to live more authentic lives. It’s about enabling clients to acknowledge and deal with underlying anxiety, tensions and conflicts that could be experienced symptomatically in psychological, emotional, physical or relational difficulties or in problematic patterns of behaviour. Duerzen summarises this approach in Skills in Existential Counselling and Psychotherapy (2011) as, ‘to help people to get better at facing up to difficulties with courage instead of running away from them’. It necessarily involves a willingness to explore issues beneath the surface, a willingness to face anxiety and a willingness to explore alternative ways of being and acting in the world.
This reminds me of a volunteer assignment I did with a Christian social worker and psychologist in Germany not long after the Berlin wall came down and East and West were reunified. We were working in a social work project with young people, often from fairly poor and dysfunctional family backgrounds, who were being seduced by the far right to join new neo-Nazi groups. The groups provided these young people with a much-needed sense of identity, belonging and purpose in the world. As part of his practice, the social worker would touch sensitively on spiritual issues and questions where it seemed appropriate. A secular humanistic colleague challenged him vehemently on this, insisting that social workers should never stray into the spirituality arena.
The social worker empathised with his colleague’s concerns about professional ethics and the risks of pressurising and indoctrinating vulnerable young people. At the same time, he believed that true spirituality speaks to life’s deepest questions, experiences and actions. The social worker responded, ‘These young people often talk in therapy about their deepest fears, about life and death, issues that are very real for them. It’s often such fears that lead them to seek a sense of identity, security and purpose in these sinister groups. We cannot afford to separate our thinking or our practice into neat, distinct, spheres of influence. The matters we and they are dealing with bring profound psychosocial, existential and spiritual issues face to face in the room.’ I agree.
So what could existential coaching look like in practice? Firstly, the coach will invite the client to share their story, particularly focusing on issues that led them to work with a coach in the first place. The coach’s role at this stage is primarily to listen and, over time, to reflect back any beliefs and values that surface implicitly or explicitly in the client’s account, particularly in terms of how the client perceives themselves, others, issues and their situation. In this sense, the coach is acting as a sounding board and a mirror, enabling the client to grow in awareness of his or own world view. The coach will go on to focus on specific tensions that may emerge, e.g. between the client’s underlying beliefs and values and the stances or actions they are choosing in practice.
The intention here is to surface the client’s underlying personal and cultural metaphysic rather than simply his or her way of perceiving and responding to an immediate issue. This approach is based on a belief that the client’s general world view or stance-in-the-world will influence e.g. what issues the client perceives as significant; how they perceive, experience and evaluate them; what their subjective needs and aspirations are; what approaches and actions they will consider valid or appropriate; what actions they will be prepared to commit to and sustain etc. This approach also enables the client to explore any tensions within their world view, between that world view and those of others in their situation and between their world view and their actions.
The problem with the language of ‘world view’ in describing such an approach is that that it sounds too conscious, too cognitive, too coherent. The focus of existential coaching is profoundly subjective and phenomenological, that is, how the client actually experiences and responds to his or her being-in-the-world at the deepest psychological levels. In that sense, it’s as much about how a person feels, the questions they struggle with and what they sense intuitively as what they may think or believe rationally. Again, there are important links for me with a spiritual dimension. As I faced my own health-related tests this week, for instance, I experienced my faith in God as something more like a subconscious, mysterious, inner ‘knowing’ than a rational assent to a set of beliefs.
As the coaching conversation progresses, the coach may help the client identify choices he or she is making (including by default), potential choices he or she could take in the future and how to integrate the client’s choices with his or her chosen being and stance in the world in order to live a more authentic and thereby less conflicted life. At one level, this enables the client to become more aware of and honest about their decisions and actions and to act with a greater sense of freedom and responsibility. At another level, it opens up more opportunities for the future than the client may have perceived previously. It can feel very liberating and energising to discover fresh ways of perceiving and acting in situations that have previously felt stuck or entrapping.
Sample coaching methods could involve helping the client reframe experiences as choices or to change their language from passive to active voice. For example, ‘I have to write this report for my boss by Friday’ or ‘This report needs to be written by Friday’ sound and feel less empowering than, ‘I will choose to write this report for my boss by Friday’. It enables the client to take ownership of their choices and to weigh up alternative courses of action. After all, if it’s a choice, I can choose differently, although I will need to weigh up the relative pros and cons of different choices. My best choices are congruent with my underlying beliefs and values, e.g. in this case, respect for authority, the sense of a job well done or a desire to keep my job so I can pay my bills.
The coach is likely to help the client connect their choices with their underlying world view. One way to approach this is to use the ‘7 whys’ technique whereby each time the client explains why they are choosing a certain course of action, the coach responds with, ‘…and why is that important to you?’ until the client’s deepest values, aspirations and anxieties surface. I will end this piece by posing some brief existential questions for personal reflection: Who am I? What personal stance do I want to take in the world? How do I handle contradiction, ambiguity, uncertainty and paradox? What is most important to me? What is God or this situation calling for from me? How consistent are my choices with my values? How well do my actions reflect the person I aspire to be?
The first thing I notice is the random cluster of bikes parked outside the café ranging from Japanese street machines to British and American cruisers. I wander inside and get myself a hot mug of tea. There are no formal welcomes, only various bikers in black leathers and motorcycle gear sitting in small groups, talking earnestly or laughing as they chat together.
The leader walks in. He has long hair, a wispy beard and piercing blue eyes. This man, Graham, has an unusual warmth in his smile as he glances around, beckoning informally to whoever is interested to join him in the room next door. We get up and slowly wander in across the cold hallway. The seats, like their occupants, are covered in black leather. It’s chilly inside and there’s a single oil-filled heater in the corner.
The conversation starts easily, people speaking in relaxed tones as they talk about the ride in, things that have been happening at work in the past week, ordinary things, everyday things. There is no ecclesiastical language, no religious jargon, no speaking in stuffy tones. It feels natural, real. I wonder what’s going to happen next, curious about this earthy bunch of heaven’s angels.
This was my first encounter with a Christian Motorcyclists’ Association (CMA) meeting, a loose organisation of ordinary blokes who share two passions: bikes and Jesus. One person talks about how much he struggles to get his head around anything to do with God at the moment, feels very messed up like everything is going wrong in his life. Others around the room nod and empathise. He looks reassured.
Another talks excitedly about his return to faith after years in the drugs and clubs scene. He is energetic and animated as he speaks and his enthusiasm is infectious. Another looks thoughtful and talks about how, when he’s working on his bike, he gets totally focused on it. He goes on to comment how easy it is to get preoccupied with things, whether good or bad.
The conversation, like the bikes outside, feels random but a strange flow emerges. The bloke next to me chips in, ‘If we focus on something long enough, act on it consistently enough, we become defined by it.’ The bloke next to him agrees and says ‘Yes, like anger. If we allow someone to anger us, they control us.’ Another says, ‘Yes, and if you are always angry, it becomes who you are.’ The room falls silent.
One by one, these men start to share stories about when they’ve been angry, when someone has really wound them up, treated them unfairly, different things they’ve tried to deal with it. It gets quite heated at points and Graham chips in with Jesus’ teaching and example of forgiveness, how meaningful it is, how healing it can be. It felt unforced, timely, but I wonder how the others will react.
They start mulling over this, how difficult it can be, what it feels like when they manage it even if only for a short time. You can tell these blokes want to get it right, want to follow Jesus’ example, and they're instinctively determined not to gloss over realities. They close by praying out loud, whoever wants to, speaking on behalf of the group. ‘God, help us because we can’t do this stuff on our own.’
The meeting closes and we stroll back into the café. The whole thing has lasted just 30 mins. I feel immediately inspired and challenged by what I’ve just seen, heard, felt, being part of. I don’t own a bike (although I've owned 21 and crashed 19) but these guys accept me, a stranger. As we chat and laugh over bacon and egg, they are the same in the café as they were in the room.
No facades, no pretence. They’re happy to get their hands dirty and their faith is very practical too, looking out for each other, providing pastoral care at biker events, running charitable activities, praying for people who need support. We exit the café, the bikes rumble off with a snarling roar…and I’m left with the distinct impression I’ve been in the presence of Jesus. (www.bike.org.uk/cma)
I took part in an excellent mediation workshop this week run by Karen Bailey, a talented and experienced coach, mediator and trainer in this field (http://www.karenbaileymediation.com/). I found it interesting to explore different models and approaches ranging from arbitration and advocacy through to non-directive facilitation. It resonated for me professionally because, as an OD practitioner,
I’m often invited to coach others on conflict resolution, to do teambuilding where unresolved conflict is a factor affecting team morale and performance, or to act as a third party helping others (e.g. line managers and staff, or peers) to address and resolve stuck-ness or tensions between them. It also resonates for me spiritually because the notion of mediation is at the heart of my Christian beliefs. The biblical characterisation of Jesus Christ as mediator between God and humanity is the cornerstone of Christian theology, a role that Christians too are called to emulate and follow as peace-builders in the world.
The model we explored and practised emphasised the importance of creating a semi-structured space for parties to listen to each other. If they can genuinely hear each other, there is scope for establishing empathy and reaching shared solutions. This involves the willingness of all parties to engage in open, direct and…potentially scary…dialogue. The mediator speaks to this fear dynamic explicitly: ‘This is going to feel very uncomfortable, but we’re here because we believe the outcome will be worth it.’
If the mediator and participants can learn to manage their own anxiety by facing it head on, they may also feel able to lower their defences and hear each other. We looked at four conditions that enable this type of mediation to be successful: the mediator is impartial; the mediation is confidential; participation is voluntary; outcomes are self-determined. These condidtions provide a basis for establishing clarity and for contracting with oneself, participants and sponsors beforehand.
Karen explains why these same conditions can sometimes make it difficult for internal HR (or OD) practitioners to fulfil this role within their own organisation or business partnering arena effectively. (For further comment on this issue, see: http://www.karenbaileymediation.com/transforming-hr-practitioners-into-mediators/). We also looked at four aspects of participant experience and perspective that provide a content-orientated focus for the mediation: each participant’s Story; each participant’s felt Impacts; each participant’s Needs; each participant’s Goals (making the acronym SING).
The mediator meets with each participant to tease out these aspects beforehand. The participant’s story is his or her own subjective experience of the situation; impacts are what he/she is feeling emotionally; needs are unfulfilled desires or challenged values; goals are the outcomes each person hopes for. ‘What’s going on for me’, ‘How this is impacting me’ and ‘Why this is important to me’.
At the start of the session with all parties in the room, the mediator reiterates the process and invites the participants to (a) be honest and direct with each other and (b) listen and show respect to each other. The mediator may invite each party to make an opening statement and then allow the conversation to free-flow.
The tricky part I found as mediator-in-practice was when to intervene and not to intervene, how to intervene in such a way that facilitates rather than interferes with the process, how to manage my own anxieties if ferocious conflict emerges, if one party appears bullied or if the conflict became directed at me. Karen offered some useful ideas…simple in principle, harder to do in practice!
The mediator can summarise, reflect back…’This is what I’m hearing…’, ‘Sounds like…’, enabling the participants to feel heard before moving on. The mediator can call for a break, allowing mediator and participants to step back, take time out if they need to cool down or reflect before re-engaging.
The mediator can co-facilitate with another mediator, creating the benefit of two perspectives, insights and interventions, especially valuable if one of the mediators feels hooked, emotionally destabilised or disorientated by something in the conversation and needs to detach in order to re-engage. The real challenge, opportunity and skill lies in enabling the participants to establish and maintain high quality contact with each other, even if that contact feels loaded with intense emotion.
It’s a process that involves faith, faith that if the participants will find a way to hear and connect with each other, that they may feel empathy and will move towards finding their own solutions. It also demands that the mediator be fully present in the room, fully in role and fully in contact with participants. The session ends with participants discussing and agreeing their own way forward. This kind of mediation clearly demands patience and courage but the benefits can be transformative.
Christmas time. A special time to enjoy family, friends and festivities. For many of us, it’s a time off work, chance to relax, eat, drink and party. There is, however, a deeper meaning to the event, a meaning embedded in its very name: Christ-mas. For Christians, it represents a celebration of a unique and critical moment in history, the birth of Jesus Christ. This distant event has important implications for my work in leadership, OD, coaching and training.
The idea of God as a human child should shock, confuse and amaze us. After all, if God exists and if he really is everything the Bible says he is, e.g. all powerful, all knowing, an invisible being, it makes no sense to imagine all those qualities in a vulnerable, dependent, human baby. The arrival of Jesus, the transcendent become immanent, is a profoundly paradoxical event. Little wonder so many people today find it difficult to imagine, understand or believe.
I find it stimulating and humbling to reflect on this. It calls me to ask serious questions of myself, my life and my work. Whatever I’m doing, whatever role I’m playing, my work is essentially about people, developing people, releasing potential, building a better organisation, a better world. So I will share five short thoughts and meditations this Christmas kairos evokes for me. Please share your reflections and responses with me too. I’m keen to hear.
1. God as human. The appearance of God in human form (Gestalt) reminds me of the notion of contact in Gestalt psychology, a deep sense of presence and connection with people. It’s about intimacy, empathy, touch, being-with in the here and now. In my work, I sometimes become so focused on the task that I can lose touch with myself, with others, with God. Incarnation is about coming close. How can I develop and sustain a better quality of contact?
2. God as child. The Christ child reveals God at his most vulnerable, a willingness to take risks and to depend on others. It reminds me of notions of attachment in psychodynamic psychology. It sounds inconceivable to imagine God placing his life, his wellbeing, in human hands. Yet it challenges notions of arrogant, egotistical, macho leadership. It models humility, trust, a working with others to achieve a purpose. How can I become more humble and inclusive?
3. God as love. In becoming human, God enters human experience. Jesus’ loving, empathetic way of relating to people reminds me of notions of relationship, positive regard and authenticity in humanistic and person-centred psychology. He balances ‘grace’ with ‘truth’ in a way that I find very difficult. He demonstrates altruistic self-sacrifice, critical friendship and tough love. How can I be better and more consistent at putting others’ best interests first?
4. God as truth. The arrival of God in human history in such a dramatic, physical way challenges previous notions of God and of humanity. God challenges all presuppositions, cultural perspectives and traditions. This reminds me of addressing limiting beliefs in cognitive psychology, fixed Gestalts in Gestalt psychology and personal-social constructs in social constructionism. How can I work with others to explore and create fresh possibilities, fresh paradigms?
5. God as saviour. The Bible depicts Jesus Christ entering the world to save a humanity that is lost. This notion of lost-ness reminds me of ‘angst’ in existential and psychodynamic psychology, a deep feeling of alienation from oneself and others and from any sense of ultimate meaning and purpose. It’s as if Jesus resolves our alienation from God and the world to bring new hope. How can I ensure my work brings fresh meaning and hope to others?
I wish you a merry Christmas and a very happy new year!
Critical reflexivity…hmm…what’s that? Sounds complicated. It's something about noticing and paying attention to our own role in a story; how I influence what I perceive in any relationship, issue or situation. I was re-reading one of my favourite books, An Invitation to Social Construction (2009) by Kenneth Gergen this morning which introduces this concept with the following explanation:
‘Critical reflectivity is the attempt to place one’s premises into question, to suspend the ‘obvious’, to listen to alternative framings of reality and to grapple with the comparative outcomes of multiple standpoints…this means an unrelenting concern with the blinding potential of the ‘taken for granted’…we must be prepared to doubt everything we have accepted as real, true, right, necessary or essential’.
I find this interesting, stimulating and exciting. It’s about journeying into not-knowing, entertaining the possibility that there could be very different ways of perceiving, framing and experiencing issues or phenomena. It’s about a radical openness to fresh possibilities, new horizons, hitherto unimaginable ideas. It’s a recognition that all my assumptions and preconceptions about reality could be limiting or flawed.
I’ve found this critical reflexivity principle invaluable in my coaching and OD practice. How often people and organisations get stuck, trapped, by their own fixed ways of seeing and approaching things. The same cultural influences that provide stability can blind us to alternative possibilities. The gift of the coach or consultant is to loosen the ground, release energy and insight, create fresh options for being and action.
It resonates with my reading of the gospels. Jesus Christ had a way of confronting the worldviews, traditions and apparent ‘common sense’ outlook of those he encountered in such a way that often evoked confusion, anger or frustration. It’s as if he could perceive things others couldn’t see. He had a way of reframing things that it left people feeling disorientated. He operated in a very different paradigm.
I will close with words from Fook & Askeland (2006): ‘Reflexivity can simply be defined as an ability to recognise our own influence – and the influence of our social and cultural contexts on research, the type of knowledge we create and the way we create it. In this sense, then, it is about factoring ourselves into the situations we practice in.' How can I help you develop critical reflexivity in your practice? Get in touch! email@example.com
Nick is a coach, trainer and OD consultant.