 ‘You must throw your whole being against the life trap – your thoughts, feelings and behaviour.’ (Jeffrey E. Young) I’ve never been to a casino. In the past couple of weeks, however, I’ve had two fascinating conversations with people who work in casinos in Germany. I asked them if players can develop ways to improve their chances of winning, or whether winning or losing is purely a matter of chance. They both said ‘purely chance’ – with the mathematical probability of winning weighted heavily in favour of the casinos. I asked them if players ever believe they can improve their chances of winning, to reduce the loading of the dice against them. They both said ‘Yes’ too. Players may think they discern patterns in, say, roulette results, whereas they are random. This human ability and tendency to perceive patterns and to associate meaning with such patterns is known in psychology as the schemata phenomenon. I remember a philosophy tutor, Peter Hicks, inviting us, as students, to imagine he was holding a bag of 100 marbles. If he were to draw out one marble at a time, and every single marble was red, what would we guess the colour of the 100th marble would be? Now we know the colours of the 99 so far have nothing whatsoever to do with the colour of the 100th, yet everything within us still screams ‘Red.’ We superimpose a pattern, a schemata, based on what we have observed and experienced to date. There are psychological benefits. For instance: schemata enable mental short-cuts by allowing us to process familiar information quickly without needing to analyse every detail from scratch; they provide a sense of predictability and order that reduces uncertainty; they help us navigate relationships by enabling us to anticipate how people will react and to adjust our behaviour accordingly; they reduce emotional overwhelm by, instead of processing every situation as if for the first time, allowing us to rely on past experience to guide us; they speed up skill acquisition and problem-solving by providing mental frameworks that help guide our reasoning. There are risks too. For instance: schemata may lead to confirmation bias, where we selectively interpret information in ways that reinforce our pre-existing beliefs; they may lead to stereotyping and unfair generalisation of people, cultures or situations; we may experience disappointment, frustration or distress if reality doesn’t align with our expectations; negative patterns from the past may create unnecessary worry and avoidance behaviours now; if we assume our knowledge is absolute, it may discourage curiosity, learning and adaptivity; we may project our expectations onto others or fail to recognise their own unique perspectives. So, here are some techniques I’ve found useful: question whether your expectations about people or situations are based on facts or past experiences; be mindful of confirmation bias and stereotyping; engage with people from different backgrounds and cultures; try new activities, travel or change your routine to disrupt automatic thought patterns; view challenges as opportunities to refine your schemata; ask regularly, ‘What else could be true?’ to consider multiple possibilities for why something happened; if emotionally triggered, pause and ask whether your reaction is based on present or past experiences; try hard to make room for the new. Do you need help with breaking free from life traps? Get in touch!
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 ‘It’s about recognizing the spark of greatness even in moments of darkness – and nurturing it to light the way forward.’ (Dr Wayne Dyer) Coaching has been described as ‘the art of the obvious’ – helping clients recognise what is hidden in plain sight. Coaches use various techniques to bring these insights to the surface such as asking thought-provoking questions, mirroring language and gestures, or engaging clients in physical experiments. A shift in awareness often provides the focus, energy and momentum needed for meaningful change. Coaching in action: Lisa’s fear of presentations Lisa, a new manager, says she feels scared of giving presentations. She feels sick and tries to avoid them. Someone may pose direct questions like:
While these could be useful, deeper exploration may be needed. Different coaching approaches offer varied pathways for insight and growth. Here are some examples, drawing on my own studies, training and practice in diverse psychological fields: Solutions-focused
Strengths-based
Cognitive
Psychodynamic
Neurolinguistic
Gestalt-somatic
Existential
Spiritual
Critical
Behavioural
Conclusion Different coaching approaches provide unique lenses through which clients can explore and address their challenges. The key is finding the method that best aligns with the clients' needs and interests, and unlocks awareness, confidence and action for meaningful growth. Would you be interested to work with a coach? Get in touch!  ‘I have started to feel myself fade. It’s not a sudden and complete vanishing, but rather a slow flickering around the edges as my solidity begins to ebb and flow in the eyes of those around me.’ (Kate Lister) If you didn’t see Kate Lister’s article in the iPaper this week, it’s definitely worth a read. With echoes of and resonances with Susie Orbach’s earlier pioneering work in this field (see, for instance, What’s Really Going on Here and Towards Emotional Literacy), Kate models critical reflection by viewing her personal experience through a broader social-cultural-political lens. It reminded me of Richard Marshall’s insight in the human-relational arena when exploring the meaning and significance of experience: ‘It’s about you, but it’s not only about you.’ The question of seeing and being seen – or not seen – has been a recurring theme too in my own reflections over recent years. It’s as if being seen links existentially and psychodynamically to a deeper sense of ‘I exist’ and with that, if it's with an affirming gaze, to ‘I am loved’. Kate’s article reflects on shifts in her personal experience of being seen as a woman, to becoming unseen as she gets older. Since being seen links to being valued, it can have a profound effect: ‘I felt my power base slip…I had passed by completely unnoticed…I was invisible.’ This phenomenon calls into question what expectations and judgements we place on ourselves and others: where they originate, who and what perpetuates them, who benefits from them and what their impacts are. I too have felt this fading at times as I get older, against a wider social-cultural backdrop of norms against ageing. I’ve worked with people in Asia who’ve noticed that social status diminishes with darker skin tones; and with asylum-seekers who feel their perceived value as human beings is questioned now they've become refugees. Who could I notice, perhaps for the first time? Who could I help to fade-in, to not fade-out? 'The brain is constantly searching for patterns to make sense of its experience. Inside your brain is the story of you.' (Nick Marson) We all have a story. As we look back over our lives, some people, relationships, events and experiences really stand out. Everything else fades out of memory, as if into an invisible backdrop. We subconsciously draw lines between those things that stand out to us, like dot-to-dot, and the picture that emerges becomes, for us, our life story. In this sense, the story is always a summary, an edited version, a glimpse. What stands out is often that which carried strong emotional content for us, or represented who or what really mattered to us at the time, or resonates deeply in some way with who or what really matters to us now, or with how we are feeling now – often out of awareness. In this way, the story-past we tell ourselves may well reveal someone or something important about our story-now. A story is one possible construct-configuration. Imagine, for instance, if we were to work with a client in such a way that raises the not-noticed into view, or that enables them to explore the same people, relationships, events and experiences from different vantage points, or to surface and evaluate the underlying hopes, fears, beliefs, values and cultures they could signify. What then becomes possible? How can I help you work with your story? Get in touch! [email protected] Well-being and resilience are hot topics in the world of work at the moment. The Stockdale Paradox offers a useful psychological outlook and stance. How do you handle faith, facts and hope? ‘Retain faith that you will prevail in the end, regardless of the difficulties and, at the same time, confront the most brutal facts of your current reality, whatever they may be.’ (Stockdale Paradox) Someone commented recently on my ‘relentless optimism that everything will work out in the end.’ They saw this as a principle that guides my decision making, drawing on my faith as a follower of Jesus. I was a bit taken aback, partly because I had read in Jim Collins’ book, Good to Great some years ago that optimism can lead to naïve passivity in the face of challenge. On further exploration, it became clear that they meant I appear un-phased by some situations that could leave other people shaking. It’s as if I am open to, look out for, the possibility in, the opportunity in, what is. Sometimes. This is quite different to a kind of positive thinking that says things like, ‘You can be whatever you want to be’, as if personal, cultural and contextual constraints don’t exist, or, ‘Don’t worry, you’ll be fine’ – when clearly you won’t be. Collins talks about the importance of confronting the brutal facts; that is, of actively seeking out and facing what could well look and feel like the opposite to how we would prefer things to be. In contrast to optimism or pessimism, it’s a kind of relentless realism. It demands honesty, courage, humility, and a hopeful outlook to avoid falling into paralysis or despair. Achieving this perspective, attitude and stance isn’t always as easy, however, as it may sound. Psychodynamically-speaking, leaders, teams and organisations often develop subconscious and highly-effective defence mechanisms that protect them from dealing with issues that could feel threatening or anxiety-provoking. As a consequence, it can mean that we see what we want to see, hear what we want to hear and filter everything else out – without even knowing it. This may create both risky blind spots (what we can’t see) and dangerous hot spots (what we avoid facing). To add to the complexity, according to Gestalt and social constructionist research, leaders, teams and organisations can become so focused-fixated on specific issues they consider most important that they inadvertently exclude wider perspectives or dimensions – again without realising it. This influences what they perceive as key, what they consider to be the brutal facts in relation to it, what they believe the options are and, therefore, what they decide to do in response to it. It’s as if the narratives we create function for us as as-if realities. How do you handle faith, facts and hope? How can I help you build well-being and resilience? Get in touch! 'In ‘Leadership and Self-Deception’ (2006), the Arbinger Institute highlighted the subtle, subconscious and serious art of deceiving ourselves and others in organisations...without realising it. This short article says a bit more about this strange risk phenomenon and invites your insights and ideas on how to address it! Is everything we know wrong?' In 2010, the BBC released a ground-breaking Horizon documentary entitled, ‘Is Everything We Know About the Universe Wrong?’ It set out to question and challenge current, fundamental and widely-held scientific beliefs about the universe, particularly in relation to ‘dark matter’, ‘dark energy’ and ‘dark flow’. Perhaps the most radical dimension to the investigation was its willingness to wonder. Are our hypotheses, our cosmological theories, so convincing to us, so self-evidently true for us, that they blind us, close down uncomfortable questions, act as powerful psychological-cultural filters? It coincided with the release of a plethora of popular books (e.g. Chabris & Simons’, The Invisible Gorilla, 2011; McRaney’s, You are Not so Smart, 2012) that set out to reveal and challenge our cognitive and cultural limitations and distortions. An underlying, recurring theme is that self- and group deception act in stealth mode. We are most deceived when we don’t know we’re deceived. We face the same challenges as leaders, coaches, OD or trainers: how to practise reflexivity/praxis ('critical reflective practice') whilst enabling other people, groups and organisations to do so too. Thomas Aquinas offers useful psychodynamic insight here. If we face an unresolved question that captures our interest and imagination, it sets us off on a quest, a journey, of discovery. If, however, we find an explanation or solution that we find convincing, the mind comes to a standstill, our thinking comes to a halt. This is a reason why transformational teachers such as Jesus, Buddha and Socrates are famous for posing high order, high quality, questions, puzzles or paradoxes – searching, evocative, provocative stimuli that leave us deeply restless until, if possible, we find resolution. So, some food for thought: As leader, coach, OD or trainer, what are you, or your clients, assuming or taking at face value? When have you, or they, leapt to a conclusion too soon, treating an open question as if it were a closed one? What rules, principles or received wisdom (e.g. ‘good practice’) do you, or they, consider obvious or sacred? When do you, or they, shut down questions or avenues of inquiry because they feel too difficult or sensitive to raise? Which tricky issues, experiences or conversations are you, or they, avoiding? How can you get self-deception out of stealth mode? Can I help you develop critical reflective practice? Get in touch! [email protected]  I will facilitate a leadership meeting tomorrow. One of the questions I will pose is: ‘Who or what has inspired you most in 2016 – and why?’ We are, after all, approaching the end of this year and it can be valuable to pause in the midst of all the busy-ness of business as usual to reflect, notice, learn, thank and celebrate. At the same time, as we reflect on the why question, it will touch and reveal our underlying beliefs and values. It’s something about who and what matters most to us in life.
Our responses to the inspire dimension will also say something important about ourselves and the cultures we inhabit – although these often lay out of awareness, more implicit to us than explicit. Psychodynamic theory refers to this phenomenon as projection. It’s as if we sometimes notice qualities in others that we don’t see in ourselves. I may project these qualities outwards and see the image that I project…and yet I attribute what I see to you rather than to me – or to us. That said, however, it can be and feel truly life-giving to gaze, even for a moment, at the amazing qualities of people and things that inspire us. To be inspired is to be impacted. Something shifts, something changes. It evokes and energises a dynamic within and between us. This is the influence of role models. It is something we do well to pay attention to as leaders, coaches, OD and trainers too. As one colleague put it: ‘We are always influencing – but not always in the way we hope!’ Without doubt, the person who has inspired me most this year is a young woman, a Filipina, who gives her life, day-by-day, selflessly and unselfconsciously to love and care for others. To meet, to see, to feel, the way she lives and engages with the people around her, especially the poor, has been nothing short of breath-taking for me. It has challenged and inspired me deeply to be a more loving and outward-focused person. So…who or what has inspired you most in 2016 – and why? Ever had one of those situations where you have said or done something entirely innocently and the person or group’s response seems totally disconnected to what you said or did – or completely out of proportion to it? It can feel like you have stepped on a hidden landmine. It can take you by surprise and can leave you reeling from the impact. It can feel hurtful, confusing and disorientating. What is going on here? What can you do to make sense of it and to deal with it?
There are some really useful insights we can draw on from fields including psychodynamics, Gestalt, social psychology, social constructionism and systems thinking. They are all interested in human relationships, what happens when we interact with each other and why. I’m going to share a couple of insights here, briefly, because I think they can be very helpful for leaders, OD, coaches etc. In fact, anyone who encounters people, works with people, is keen to build good relationships. Firstly, we experience everything and everyone we encounter through a psychological-cultural filter. The filter is, essentially everything and everyone we have experienced in the past, how we have felt about it and what sense we and others have made of it. This means that a person who, say, appears to overreact to you is encountering you through their own filter. The filter subconsciously influences their assumptions, perceptions etc. It may be about you…but it isn’t only about you. Secondly, no encounter takes place in a vacuum. Even as you read this, you aren’t doing so in a bubble. The stuff that is going on around us, which includes things in our lives and work here and now as well as things we carry from the past and our anticipated futures, influences what we notice, what we value, what we prioritise, what we enjoy, how we cope etc. in any given moment. So, the ‘overreacting’ person? Acknowledge they have a backstory. Breathe, be open; ask, listen. Jackie LeFevre of Magma Effect is an inspiring and thoughtful guru in the values-related field. One of the things Jackie talks about is the importance of exploring the values and beliefs that lay behind people’s actions and behaviours. Two people could behave the same way but with very different reasons for doing it. Dave believes that people should arrive at meetings on time. For him, it’s about ensuring that time spent at meetings is efficient and effective. Sandra also believes it’s important to arrive on time. For her, it is about showing personal respect for colleagues in the room.
Why is this important? Covey in The Speed of Trust observed that, ‘We judge ourselves by our intentions and others by their actions.’ The risk here is that I assume your intention from your behaviour then respond and relate to you as if my assumption (that is, my own belief about you in that situation) is true. What is more, we tend to notice things that confirm and reinforce the belief we already hold and don’t notice things that would challenge or contradict it. All kinds of misunderstandings can occur and these can prove limiting or damaging to relationships. This tendency is exacerbated if we are feeling tired, pressured or stressed. Somebody walks past my desk who normally stops and speaks to me. This time, they don’t speak. In fact, they don’t even look at me. I begin to hypothesise. If I’m already feeling anxious about the relationship, I may start to dream up an elaborate fantasy: ‘I’m sure they’re angry with me.’ ‘It’s because they didn’t like that email I sent.’ It’s a classic example of cognitive distortion. If we notice we are doing it, e.g. if we think we are reading the other person’s mind, it can really help if we simply stop and…breathe. I discovered a useful ‘3 Hypotheses Technique’ in Latting & Ramsey’s Reframing Change that can be used to surface such assumptions and open up alternatives. The first step is to take note of what we assume the person’s action or behaviour means. The second is to assume the person has a positive intention. The third is to assume the person is being driven by external circumstances. If we are able to entertain the possibility that more than one of these could be true, it can create sufficient psychological and emotional shift to enable us to respond with far greater reality and freedom. It can be one of the most painful of human experiences, especially if compounded by rejection or betrayal. But why is loss so difficult, whether it be loss of a person, a relationship, a job, a home, our health? Thinking back, I remember vividly when I heard the news of Princess Diana’s death. I have never been a royalist and had no interest whatsoever in the UK royal family. Yet still, somehow, I felt an odd sense of grief, of bereavement, that made no rational sense to me at all. Susie Orbach, a psychotherapist and writer who applies psychodynamic insights to social and political phenomena, explained this well. Although I had no relationship with Diana, she had nevertheless been part of the backdrop, the fabric, of my life so that when she died, it felt like something of that fabric had been lost, torn away. The subconscious effect of this was amplified and intensified by the social, cultural effects of experiencing that loss alongside others. At another level, this feeling of loss also echoed deeply with previous losses in my life, e.g. when I moved home as a child, when I lost a precious relationship. These combined insights enabled me to understand that Diana’s death carried symbolic significance (some part of my life would never be the same again) and psychological resonance (echoes of previous experiences of loss). I’ve learned that these same dynamics are present when working with people, teams and organisations too. So, if you’re a leader leading change, an OD practitioner facilitating groups through transition, a coach enabling a person to move deeper and move forward: look out for loss – sometimes masked as resistance, sometimes as denial, sometimes as loss of energy and hope. You can’t always know or predict what change may represent symbolically or trigger psychologically. Be present, be patient and be willing to persevere until the person, the group, is able to see and feel light again. |
Nick WrightI'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch! 
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