Finally, we find the “disengaged” (“0” filled) cross-impact matrix to be indicative of a system in which “there is no there, there.” Glue is lacking that binds members of this system to some greater purpose. Feelings of alienation or indifference are likely to prevail, accompanied by a psychosocial template that is devoid of much content. Members of the system often don’t even bother to anticipate any outcomes because they don’t feel like their actions will make much of a difference anyway. A sense of powerlessness and hopelessness leaves one without appreciation for any polystatic perspective regarding a specific “0” filled setting. In such a setting, homeostasis might provide a valid perspective. Everything does fall back to some stable state when no one really “gives a damn . . .”
Essay IV
A final set of insights and implications come from the fourth essay in this series on the coaching of anticipation.
Emotions and Coaching
In helping coaches be more effective, I often turn to the agency of the human psyche that is most closely associated with our Emotions. This agency is our neurobiological system, with its many levels of functioning, and a surprising lack of any central coordinating unit. As a self-organizing, highly adaptive system, our brain and its many adjunct parts provide ample resources for our successful engagement in a complex, feedback-based process of Polystasis (contrasting with the traditional model of homeostasis).
My coaching clients often tell me that they greatly appreciate our sessions, for they have no one else to talk with about the “personal matter” they shared with me. Matters such as considering retirement from his administrative position and fighting for the return of their division to independent status. My clients often struggle to discuss potential retirement with their intimate partner because this would disrupt everything in their lives. They certainly can’t talk with other people in their office about any dreams regarding “corporate revolution.” I often gently share something we know about the psychologically based challenges of leadership. We know that assumptions regarding the motives and abilities of leaders are increasingly devoid of reality, the higher one’s position in an organization.
We pay a great price for our power. Our coaching clients can anticipate that there will be strong negative reactions if they vary their administrative practices very much to make these practices more gratifying for them or make them more successful in their administrative role. Even if people around our client might wish for these reforms, they are likely to find it hard to make the adjustments. Perhaps “everyone” wants our client to change, but “nobody” wants our client to change.
Character Armor and Coaching
Many people in formal positions of authority (such as police officers, judges, and physicians) wear uniforms not only to project this authority, but also to protect themselves. They are shielded in Character Armor. We don’t know much about these people in uniforms; furthermore, even when a person in authority (who must be “responsible”) wears no uniform, they must not say much about themselves or about how they are feeling at any one moment concerning their reactions to the person they are serving.
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