A dialogue can then take place with the leader (or other team members) creating a public dialogue between these contradictory assumptions. Alternatively, this dialogue can be engaged by several other members of the team, once the leader (team member) has outlined the major features embedded in each assumption. Other members of the team can then comment on their own thoughts and feelings regarding each assumption—for they are likely to be struggling with similar contradictions.
Conclusions
What does all of this mean? We have identified the need for containers and metabolic processes in helping individuals, groups and entire organizations address the anxiety that is prevalent in a VUCA-Plus environment. Furthermore, we have often noted that a leader plays a key role in managing (or mismanaging) the container and metabolism. The leader must often be the holder of the anxiety. This is a very difficult emotion to retain.
It is very tempting for a leader to try directing the anxiety and attendant anger and frustration to other people inside and outside the organization. The anxiety filled thoughts and feelings will remain unmetabolized. Powerful, unprocessed Beta elements will wreak havoc. It is tempting instead to try blunting the anxiety with mood-altering drugs, distracting, escapist or even self-destructive behavior, or withdrawal from the challenging leadership role. Beta element not only remain in place—they are energized by the drugs and escape.
There is another way to frame what is occurring: the leader easily becomes a “burned out” victim as the holder of the anxiety. It is in the role of anxiety-holder that a leader is most in need of outside support and guidance – whether this comes from a caring life-partner, a leadership coach, or a skilled psychotherapist. Peter Armentrout was at risk of becoming one of these “burned out” leaders. In this condition, Peter might be inclined to do grave (perhaps unrecoverable) damage to an organization that he founded and now finds to be a burden. Catherine Townsend is helping him reduce or even transform this burden.
_____________
[i]Bergquist, William (2019). “Leadership in the Midst of Complexity, Uncertainty, Turbulence and Contradictions”, Library of Professional Coaching, Link: https://libraryofprofessionalcoaching.com/concepts/organizational-theory/leadership-in-the-midst-of-complexity-uncertainty-turbulence-and-contradiction/
[ii] Vaill, Peter (2008) Managing as a Performing Art. San Francisco: Jossey-Bass.
[iii]Bergquist, William (2019a). “Leadership in the Midst of Complexity, Uncertainty, Turbulence and Contradictions”, Library of Professional Coaching, Link: https://libraryofprofessionalcoaching.com/concepts/organizational-theory/leadership-in-the-midst-of-complexity-uncertainty-turbulence-and-contradiction/
[iv]Bergquist, William (2019). “Coaching to Contradictions”. Library of Professional Coaching, . Link: https://libraryofprofessionalcoaching.com/concepts/strategy/future-of-coaching/coaching-to-contradictions/
[v] Bion, Wilfred (1991) Experiences in Groups. New York: Routledge, 1991; Bion, Wilfred (1995) Attention and Interpretation (Rev. Ed.). Lanham, MD: Rowman and Littlefield Publishers.
[vi] Freud, Sigmund (1936) The Problem of Anxiety. New York: Norton.
[vii] Sapolsky, Robert (2004) Why Zebras Don’t Get Ulcers (3rd Ed.). New York: Holt Paperbacks.
[viii] Bion, Wilfred W. Experiences in Groups. New York: Routledge, 1991.
Download Article 1K Club
