Facilitator Journal | Issue #0163| July 27, 2004 | 8,000 Subscribers...
This week's article, "Primal
Facilitation," explores the blending of Daniel Goleman's four
domains of emotional intelligence with the primal energies of masculine
and feminine as applied to our roles as facilitators. Goleman's model
was intended to help leaders draw from a larger repertoire
of skills to meet appropriate scenarios. Certainly these apply to
the group leader as well. Overlaying the dynamic and static feminine
and masculine traits brings yet another dimension to bear on the big
picture of facilitation and reminders as to how we might round out
these skills in our groups.
On a personal note, I'm having a great time in Boulder visiting my
friend and fellow coach, Anna Dargitz. I'm heading off to Crestone
today to visit another close friend and colleague, Lisa Micklin. It's
great being in the high, cool country, getting a summer break from
the scorching Mojave desert.
I look forward to your comments on this article and anything else
you'd like ask or share about group work.
any of you have any interesting stories or experiences about facilitation,
group process, work groups, team building, training, etc. that might interest
our readers, please send
them to us.
domains of emotional intelligence in your group work.
As human beings, we
each embody the combined energies of masculine and feminine, often referred
to as "primal energies." When in balance, the dance between
the masculine and feminine is poetry in motion. Learning to balance these
energies is part of our journey toward mastery as group leaders and as
may be seen by many as a largely "feminine" oriented skill set--meaning
the facilitator seeks to create and manage the space necessary for others
to do their work--it's important to look at how both masculine and feminine
energies can be employed in a balanced fashion for effective and comprehensive
In his latest
book, "Primal Leadership," Daniel Goleman identifies the four
domains of emotional intelligence--self-awareness, self-management, social
awareness, and relationship management--and how the development of these
four competencies spawns different leadership styles. The best leaders
maintain a style repertoire, switching easily between "visionary,"
"coaching," "affiliative," and "democratic."
Bert Parlee, of the Integral Institute proposes a blending of Goleman's
four domains with dynamic and static primal energies. I believe this model
relates and informs not only leadership styles, but facilitative styles
as well. These domains and their associated qualities are summarized in
the table below:
Precise, patient, planning, perseverant, methodical, detail-oriented,
organizing, strategizing, serious.
Risk-taking, quick, strong, protective, confident, persuasive, forceful,
Relaxed, trusting, supportive, helpful, nurturing, passive.
Enthusiastic, creative, emotional, meaning-making, playful, adaptable,
Just as attachment
to any one of these styles limits our leadership capacity, imbalance between
masculine and feminine energies can cause problems too. Sharon Shane,
in her book, "In the Garden of the Goddess," tells us how masculine
and feminine show up in the world both in and out of balance:
"If there is an over emphasis of [static] feminine energy everything
remains in passivity, lying dormant, and our creative potential is unable
to be expressed in the world. Imagine the daydreamers who can never quite
actualize their dreams. Their creativity is stillborn.
The energy of the masculine will take action to bring the feminine imagination
into materialization. Masculine energy is interested in the form of creation
and what shape it takes. Without this strong, dynamic will everything
would rest in inertia and nothing would be made concrete. It is the state
of doing. When there is an overemphasis of too much masculine energy,
the Spirit expresses itself in the form of willful domination. Even though
they may be extremely active in their daily routine, a person with an
imbalance of too much masculine energy will be out of touch with their
intuition and usually lacking in imagination and nurturing qualities.
Whereas the feminine is conceptual and perceptual, the masculine is generative
and productive. The will of the masculine aspect moves in a direct line,
while the feminine bends and curves. In our current civilization, both
the male and female genders of the mass, collective consciousness have
swung into an overbalance of masculine energy and not enough feminine.
The pendulum is slowly shifting back towards the center, as each individual
participates in reclaiming the feminine within. In order to balance the
scales, the soft curving energy of the feminine needs to help the strong,
dynamic masculine will to become more flexible. To attack a situation
straight on is not always the best solution, but to weave and arch around
and in between can create the space to generate the energy of cooperation."
We manifest Static Masculine as a facilitator by staying conscious to
our own inner process--being aware of what's going on inside us, our biases,
insights, intuitions, and experiences--we share them with our groups in
service to moving them forward. The static masculine helps others become
more self-aware. He helps groups clarify their mission, vision, and reason
for being, patiently letting the group get to where it wants to go on
its own terms. He is the visionary, the "Good King."
We manifest Dynamic Masculine whenever we need to shake a group out of
stagnation (group think, inaction, over-processing) and into action. Further,
we employ this strength when protecting group members from hostility or
attack from other members. Conflict resolution will sometimes require
the sword of the dynamic masculine facilitator to cut through confusion,
misunderstanding, aggression, and malaise to inspire a group to focus
together on moving toward the realization of their collective vision.
He is the "Warrior."
We manifest Static Feminine when nurturing and validating individual
and group behaviors, engaging in activities and behaviors that build trust
and healthy relationships. Static Feminine knows when to take a passive
but supportive stance, trusting the process and allowing her group to
do its own work. She is sensitive to the group culture and supports the
group in finding ways to work together that clarify and honor its beliefs
and values. She is the sustainer, the "Great Mother."
We manifest Dynamic Feminine when we design and facilitate active processes
that will move a group forward. She fosters and inspires creativity and
enthusiasm for the group cause. She brings lightness and play to break
up serious and stuck energies. She makes it safe for us to express our
feelings and helps us work through them in healthy ways. She helps us
to work together in ways that we never imagined we could. She pleasantly
surprises us with our own strengths. She is the "Medicine Woman."
Which element of the Masculine and Feminine needs work to bring you more
into balance in your work as a facilitator? Make this work the theme of
your coming week and practice bringing out this side of your primal nature.
us your questions and comments.
Leadership: Learning to Lead with Emotional Intelligence
by Daniel Goleman, Richard Boyatzis, Annie McKee
Business leaders who maintain that emotions are best kept out of the work
environment do so at their organization's peril. Best-selling author Daniel
Goleman's theories on emotional intelligence (EI) have radically altered
common understanding of what "being smart" entails, and in Primal
Leadership, he and his coauthors present the case for cultivating emotionally
intelligent leaders. Since the actions of the leader apparently account
for up to 70 percent of employees' perception of the climate of their
organization, Goleman and his team emphasize the importance of developing
what they term "resonant leadership."
Focusing on the four domains of emotional intelligence--self-awareness,
self-management, social awareness, and relationship management--they explore
what contributes to and detracts from resonant leadership, and how the
development of these four EI competencies spawns different leadership
styles. The best leaders maintain a style repertoire, switching easily
between "visionary," "coaching," "affiliative,"
and "democratic," and making rare use of less effective "pace-setting"
and "commanding" styles. The authors' discussion of these methods
is informed by research on the workplace climates engendered by the leadership
styles of more than 3,870 executives. Indeed, the experiences of leaders
in a wide range of work environments lend real-life examples to much of
the advice Goleman et al. offer, from developing the motivation to change
and creating an improvement plan based on learning rather than performance
outcomes, to experimenting with new behaviors and nurturing supportive
relationships that encourage change and growth. The book's final section
takes the personal process of developing resonant leadership and applies
it to the entire organizational culture. --S. Ketchum --
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Through Conflict Training Agenda...
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* ABOUT CONFLICTS
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* COMMON TYPES OF CONFLICT
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- Discussion of real life cases
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from many sources to teach conflict resolution topics. These
include his many experiences observing and resolving group
conflicts as facilitator, his work as a psychotherapist where
he treated various forms of family conflict, his responsibilities
as a social worker where he helped resolve difficult child
custody disputes, and his other life experiences where he
has observed marital, cultural, and organizational conflicts.
states that conflicts of one type or another are inevitable
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strength of their relationship. They are tests that all relationships
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About the satisfaction guarantee
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