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Medium 9781782203568

Chapter One - The “Ethical Envelope” of the Analytic Group: Some Thoughts about Democratic Values Implicit in Group Analysis

Karnac Books ePub

Miriam Berger

In this chapter, I present some reflections on the democratic values implicit in group analysis and in its clinical praxis. They can be envisioned as a kind of collective holding, cloak wrapped around the group, which I define as an “ethical envelope”. It represents an ethical covenant between group members and relates to basic human concerns such as reciprocity, justice, fairness, and caring. It transcends any given personal or social qualities and is woven into the matrix of the group analytic culture, whether consciously or unconsciously.

The presence of such an envelope is implicit in Foulkes’ writing and in the way he perceives maturity, mental health, neurosis, and cure. It is sometimes conveyed indirectly through some ideas such as the group circle or the importance of the capacity for communication. However, a closer reading is required in order to understand that his approach is, indeed, grounded in a democratic worldview.

I suggest that acknowledging explicitly the values that are implicit in the “ethical envelope” can be curative; it deepens the therapists’ understanding and enhances their emphatic capacities.

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Medium 9781576755990


Kevin Cashman Berrett-Koehler Publishers ePub

Core Purpose is the high performance intersection where our talents and our values come together. It is the value-creating, catalytic moment when our gifts make a difference. When we split off our values from our talents, or vice versa, we compromise purpose … and enduring performance.

About a year ago, Benton came to us for coaching. While he was highly valued by his company for his results and intellect, he was so entrenched in non-listening and aggressive behavior I thought coaching would be hopeless. I honestly didn’t think it would be worthwhile to invest the resources to coach him. At first it was a struggle, but eventually Benton surprised us and genuinely engaged in the process. We helped him to see that his Core Talents—his intellect, drive for results, ability to get things done—were coming through consistently at work. However, at times his Core Values—compassion and connection—were not. Interestingly, when working with his own team, Benton’s Core Talents and Core Values were present and operating in sync. The same was true at home. Benton was a popular coach of his daughter’s soccer teams. He was present and involved with his wife and other members of his family. But when interacting with his peers and higher-level leaders, Benton introverted his Core Values. He split them off from his Core Talents. In these situations, he was competitive, closed, and defensive. His talents became liabilities. A big shadow was cast because his values were hidden with certain groups. Benton surprised us. Once he realized what he was doing, he found the awareness and new behaviors energizing. He wanted to change. His HR person called us and said, “This is incredible. Never in my career have we seen such a remarkable transformation.” Now, the feedback from Benton’s peers and higher-level managers is that he is listening, and he is improving significantly in building trust. Occasionally, he will slip. But more often than not, he catches himself and steps forward with both his talents and values. Once Benton got the whole picture, saw the consequences of splitting off his values from his talents, he was committed to working toward being in that sweet spot, Core Purpose, more often.

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Medium 9781576751916

6: Restoring Our Watersheds: Aquifers, Forests, Rivers, and Streams

Cunningham, Storm Berrett-Koehler Publishers ePub

[New York City’s decision to restore its watershed rather than build a new filtration plant] was a milestone in a world in which Nature’s labor has too long been taken for granted. A major government body had acted as if an ecosystem— the watershed—were worth protecting in its natural state for the economic benefits it gives society. And it had invested in its restoration as if it were in fact a precious piece of infrastructure.

Gretchen Daily and Katherine Ellison, The New Economy of Nature, 2002

New York City is probably the last city you would expect to not filter its drinking water, but that is in fact the case. What’s more, the city has long been envied for having some of the best water of any major U.S. city. Although the water is a bit spoiled with small amounts of chlorine and fluoride, mostly for reasons of conformity and legal liability, the credit for this tremendous resource goes to the city’s watershed.

The Catskill/Delaware watershed comprises 2,000 square miles of farms, forests, streams, and rivers, and, for most of the nineteenth and twentieth centuries, it produced some 1.8 billion gallons of pure water daily for New York City (90 percent of its supply) and surrounding communities. In the 1880s, 95 percent of that watershed was native forest. In the 1980s, not one acre of virgin forest remained. Even the nonvirgin forest was shrinking fast, due primarily to new residential development and 78agriculture. As a result, the Catskill watershed’s water purification functions were starting to break down.

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Medium 9781574412420


Richard Carr University of North Texas Press PDF
Medium 9781576754399

Chapter 6 The Cycle of Abundance: The Six Phases of the Flow

Castle, Victoria Berrett-Koehler Publishers ePub

Ihad been gleefully riding on the gravy train of consulting gigs. I was halfway through a two-year contract providing leadership development to upper managers for a big corporate client on the East Coast. It was the early ’90s, business travel was easy, and the work made it worth flying across the country every other week. I was happy with the client, the work, and the steady income. And they were happy with my work, or so I thought—until the call came.

“Our new CFO has cancelled all external consultants effective immediately.”

With both hands, I steered the shaking phone back to the receiver. In one phone call I had lost over $70,000. The floor disappeared as a black hand began to close around me; its bony fingers squeezed until breathing became nearly impossible.

Not only had income disappeared, but I had done what a consultant must never do—I had stopped marketing and cultivating potential clients.

An hour passed, maybe more. Another day went by, maybe more. At some point it occurred to me that staying in bed eating carbohydrates nonstop was probably not going to save me from joblessness. I forced myself to get dressed and shuffled into my office prepared to face the empty calendar. The bony fist was still clutching my chest; I was getting used to its grip. Inside I was gasping, and outside it was raining. Hard.92

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