Triumph Over Trauma

How can we as individuals and as a society confront the trauma, abuse, deprivation, and loss all around us? While we see stories on the news of people who have triumphed over difficult, sometimes unimaginable circumstances, many more struggle for some kind of normalcy, become paralyzed, or simply surrender to self-destructive coping methods.

We’ll never know what this senseless suffering has cost society.

I believe that learning how to support people who are fighting to reclaim their lives after trauma should be one of the grand challenges of our time. I am going to spend the next month learning everything I can with these questions in mind:

  1. What does everybody need to understand about trauma? What is it about this time that makes trauma-informed practices even more important?
  2. As we meet and get to know new people, we don’t always know their trauma history. What can we do to ensure that we are connecting with them in a positive way?
  3. How can we, both individually and as think pond members, tap into their talents and contribute to their success? What would be the ideal environment in which they could work, learn, and create successfully?

Are You Alive at Work?

Have you ever been so engaged in a project that the hours you spent working on it seemed like minutes and you almost hated to finish it?

A key mechanism in reaching that state is your brain’s”seeking system,” says Daniel M. Cable, a social psychologist and professor of organizational behavior at London Business School, “When our seeking system is activated,” he says,”we feel more motivated, purposeful, and zestful. We feel more alive.”

In his book Alive at Work: The Neuroscience of Helping Your People Love What They Do, Cable says that employees’ seeking systems play an important role in fostering creativity and innovation. However, many organizations are “deactivating” the seeking systems of their employees by limiting their roles, stressing efficiency, and enforcing precise metrics.

Three triggers that activate the seeking system–self-expression, experimentation, and purpose–are disregarded or discouraged in many organizations. People who can respond to these triggers at work actually produce more dopamine–the same neurotransmitter that is increased by physical exercise. Absence of those triggers leads to fear and apathy. The effect of a work environment that discourages employees from offering ideas or taking time to try new approaches is similar to that of an opiate.

Think ponds are a way to preserve your seeking system–whether you work somewhere that encourages self-expression, experimentation, and purpose or the opposite. Your think pond celebrates ideas and provides a space for experimentation. Finding meaning and purpose in the work is intrinsic to the process.

If you already love your work, maybe a think pond will help you improve and advance the ideas and solutions your employer seeks and go after opportunities that make you feel even more alive.

If not, maybe your think pond will give you a diversion that compensates for your stultifying workplace. Maybe it will help you change it. Maybe it will bring you the clarity and courage you need to leave it for the situation that gives you life.

What Unites Us?

Pick out ten people from the phone directory, randomly. Chances are, they will differ widely in their methods for earning a living, their career aspirations, and their educational credentials. They will each have their own interests outside of work, their own ways of making the world better, and their own unique mix of strengths and struggles. What unites all of their diverse enterprises–all the different ways they spend their time, earn their money, and pursue their own conceptions of excellence and success–are the same four inter-related, lifelong human endeavors stems from and continually draws from four elemental capabilities:

We dream. We learn. We create. We launch.

Those capabilities are at the root of everything we do in the world and we continually develop them and draw from them. They underpin all our efforts to plan careers, pursue jobs, improve skills, build reputations, cultivate clients, and build networks. They are with us throughout our studies and in every job we hold, as well as in all the periods of transition and change in between. They are the cornerstones of what we do to add value in our workplace and in all the communities to which we belong.  They create the framework for facing challenges, confronting change or upheaval, and dealing with what disturbs or inspires us. They contribute to our everyday, mundane activities, such as cooking or shopping, our pursuit of and escape from routine, and all our efforts to care for family, friends, community, and world. They help us cope, persevere, grow, and find joy. Regardless of occupation or location or education or wealth, every person possesses these four capabilities in some form and develops them to some degree.

Those four endeavors are powerful tools we can use to confront the changes and uncertainties of this time and to live a more rewarding, meaningful life. Most of us, however, are not using the tools at our disposal to our full advantage, nor are we sharpening them in preparation for future challenges.

How can we pursue these endeavors with greater passion, intention, and discipline?

We All Need a Sounding Board

Have you ever had an original idea or theory that you know is good–but you keep it to yourself? Maybe you sense that the people around you don’t want to hear about it or think they wouldn’t understand. Maybe you’re worried someone might take credit for it or even steal it and use it for their own profit, so you keep it to yourself. Maybe a little part of you is afraid that people will try to talk you out of it or point out a major flaw.

I get it. Carrying around a good idea can be comforting and hopeful. It can feel exhilarating to know that you have this great solution in your back pocket that you can pull out when the right opportunity comes along.

But consider what could happen if you wait for that perfect moment: It comes. You have a potential spotlight. You are at a meeting or conference or networking event with influential people who can fund or support your idea. The perfect opening comes up and all eyes are on you.

You begin talking. If you’re like me, it is unlikely that you will take full advantage of the opportunity. Maybe the language you use will fail to capture the magic of your idea. Maybe you will get into too much detail about aspects that are not important. You finish knowing that your audience probably doesn’t understand the key point you wanted to convey, maybe even has the wrong idea of what you are presenting. If they ask questions, you may not be prepared to answer clearly. Your time is up. You know that if you start trying to correct their errors they will lose interest.

With your think pond, you can present your idea early and see how different people react. You can role play and practice so that when your time to shine arrives, you will confidently state your idea in language that hits the right notes. You have already answered many of the potential questions that will arise and maybe even defended your idea powerfully.

Moreover, you know there are people–somewhere out there–who believe.

Time to Reflect: A Full Notebook

On August 23, 2016, I picked up an 80-page journal and started recording ideas and taking notes for a book centered on an idea I had been playing with and talking about for quite a while. It was called the think pond.

This weekend, at a cabin by a river, I filled the last page.

Now what?

I now have 80 pages of thoughts and ideas that can be used in a book or in-depth essay. I think I have the makings of a model people can use as our world undergoes what some have said is a wave of change that is more profound than the Industrial Revolution and seems to be on the verge of breaking. Now it is time to pull it together into a work that has a distinct identity and that people can understand and use.

The two years it took to fill this notebook and write about some of the ideas have been tumultuous. I have lost my Dad and sister-in-law. My household has expanded, pushing me out of one office and then another. (I have been working at home since 1996.) In January 2017, my two little grandsons, now ages 6 and 4, came to live with us. Work in that year was mostly impossible because the promise of these two little lives was even more compelling to me. And of course, the consequences of the 2016 election invaded my thoughts, making me question much about human nature, the systems I thought I knew, and the future. Both the pressure of urgency and the inertia of despair have been present. Many times, I thought about quitting. Writing is hard. The children need so much from me. But this vision I have will not let me go.

So I am making a one-year plan for getting this project—the book and the organization needed to make it known—into a state of reality and off the ground. (Or should I say on the ground and out of the clouds?)

Time to Reflect: Changes We’re Missing

As someone who spent much of the 90s writing about technological revolution, I was thinking about how that revolution was just the tip of the iceberg. So much attention was focused on that while all the structures of our society and how we think were being reconfigured.

I began to think about the ideas of the scientist Ilya Prigogine who many may remember was cited in Margaret J. Wheatley’s Leadership and the New Science: Learning About Organization from an Orderly Universe (1992, Berrett-Koehler). I pulled out my copy and read that while it makes sense to stabilize machines and structures as a way to prevent deterioration, living systems (organizations) need non-equilibrium to change and grow because they exchange energy with their environments. Prigogine said living systems are “dissipative structures.” As Wheatley, t explains it, they “dissipate their energy in order to recreate themselves into new forms of organizations” (88).

In ecosystems, for example, external fluctuations in the environment exert great pressure on the system and the system uses its energy very inefficiently, but “as the ecosystem matures, it develops an internal stability, a resiliency to the environment that, in turn, creates conditions that support more efficient use of energy and protection from environmental demands”(92).

Wheatley applies these ideas to organizations. In the factory model, she says, “managers watched for departures from the norm so they could “make corrections and preserve the system at its current levels of activity”(78). Systems that are organized around core competencies but open to information from outside are less vulnerable to environmental disturbances. Their more fluid structure ultimately leads to an internal stability. As expressed by one scientist she quotes (Jantsch), “the more freedom in self-organization, the more order.”

On other words, there is much more happening in education than a change in tools. Trying to impose the old factory model using new tools will not work. Openness, creativity and freedom to innovate are the system of learning that is being born as the old system of education dies.

Time to Reflect: Fall 1918 Revisited

Exactly a century ago, the modernist poet Amy Lowell wrote a poem about walking down the street on a beautiful fall afternoon that was “the colour of water falling through sunlight.” Lowell says that all she can do with this beautiful day in September 1918 is put it in her lunchbox and save it for another day when there is no war.

“I have time for nothing,” says her last line, “but the endeavour to balance myself upon a broken world.”

I’ve always loved the imagery of that poem, as well as the little glimpse of the world into which my grandparents were born. Now, as I look at our politics, all the breakdowns in our society, all the violence and racism, the constant state of war,  I feel the poignancy of that last line so much more deeply.

Time to Reflect: Wondering About Einstein

“When I examine myself and my methods of thought, I come to the conclusion that the gift of fantasy has meant more to me than my talent for absorbing positive knowledge.”

Albert Einstein

I am intrigued by the fact that Albert Einstein attributed his groundbreaking scientific theories to both mathematics and imagination, that he played his violin every day, and that he once said “I often think in music.”

I wonder: Did Einstein’s love of music and his interest in so many divergent streams of 20th century life play a role in his amazing ability to perform thought experiments about the mysteries of time, space, light, and energy?

We’ll never know. But few would discount the value of imagination and intuition in Einstein’s work. And shouldn’t we at least consider the possibility that his genius was somehow interwoven with his music?

See some great Einstein quotes at the Think Pond Pinterest Board.

Time to Reflect: Mentoring

Mentoring relationships can change lives. But does mentoring always have to follow the same pattern? What we need to learn and how we can best learn it changes throughout our lives, and often we find ourselves challenged in very different ways at the same time.

Although there is much to be said for the lifelong bonds that can form when a seasoned professional takes a young person under his or her wing, the younger generations also can mentor their elders. I believe everyone has something to offer and something to learn. Moreover, some people might benefit more from a series of mentors. At one age, we might need a mentor to build our confidence and help with how we present ourselves while later it might be a good thinker who can help us consider all the angles as we make big decisions. At various times, we may need one mentor to help us master a discipline or profession, another who has connections that will help us identify and get selected for opportunities, and another who helps us see the big picture. Some of us may need mentors to help us with relatively small and peripheral but still important area of our careers.

Imagine an engineer, She works in casual clothes every day but may need someone with good fashion sense to help her look good for a professional presentation and someone else to give her tips for presenting. She may also need a mentor who helps her step out of her comfort zone in an area like writing for publication. She may need a mentor who helps her make her way when she is the only young person or the only female on a project team and another who helps her when the time comes to become a team leader—or to make the transition into upper management. She may need a mentor when she has her first child—someone who is an expert at balancing work and mothering or someone who is the kind of mother she wants to be.

No single individual could provide all those mentoring relationships.

Defining Critical Thinking

Critical thinking is a process that we use to arrive at a better understanding of what is true in situations that extend beyond verifying simple facts. The subject might be an artistic or literary work. It can be an assertion or claim made by a specific individual, such as a politician, activist, journalist, author, or teacher. Or it can be a whole philosophy, school of thought, or system.

When we use critical thinking, we observe, compare, contrast, and analyze. We interpret using our own knowledge and imagination (often supplemented by the knowledge or ideas of experts). Then we evaluate against accepted criteria to arrive at a claim about the qualities of the subject.

“Critical” is often interpreted as looking for and pointing out what’s wrong with someone’s actions or words. However, “critical” should be a neutral word. The enemies of critical thinking (other than laziness) are our assumptions, biases, and loyalties, as well as our self-interest.

Additional information on critical thinking.