Currents #5: Four ways of seeing
In July, doctoral students from Bowling Green State University’s Organisational Development Program in the US visited the Tavistock Institute for a field trip, titled Radical Histories and Futures for Human Relations.
The students explored ideas of leadership and followership through a programme of experiential learning designed and led by Tavistock senior practitioners Kerstin Junge and Juliet Scott, working with BGSU colleagues Mike Zickar and Amanda Patel.
This month’s Currents was written by members of this group just after their Tavistock visit.
One of the greatest takeaways from our study abroad experience was the reminder that, despite our different cultures, languages, and perspectives, we share a universal language: human expression.
As we engaged with our cohort and organizational leaders across Amsterdam and London, it became clear that curiosity, enthusiasm, uncertainty, and joy were often communicated long before words were spoken.
This experience challenged me to listen not only with my ears, but also with my eyes. Sometimes the most meaningful conversations are expressed through a simple smile, thoughtful pause, or knowing glance.
I attended a talk by Yeshim Harris recently.
Yeshim has years of experience with peace negotiations in particularly high-risk scenarios.
One thing she mentioned was non-negotiables for going into a conflict transformation. For example, one of her non-negotiables is a power balance between the two parties so that the parties are on equal footing going into the negotiation.
While Yeshim described these non-negotiables as things necessary for a negotiation to succeed, I couldn’t help but think about where I draw the line on my values in a negotiation. Later, she asked us to reflect: are we really as flexible as we think?
Now I’m wondering, what’s the balance between non-negotiables and being flexible enough to work with others in times of conflict?
As I have played pickleball, I have become interested in the social system that develops around the game.
At many community courts, I have watched strangers gradually become a community. More experienced players often adjust their speed and style so newer participants can remain involved. Competition remains, but it is moderated by informal norms of inclusion, encouragement, and shared enjoyment.
No one formally assigns responsibility for creating belonging, yet players regulate their behaviour to preserve the group. What might organisations learn from communities where skilled members adjust so others can participate, develop, and remain connected?
At the end of our London trip, I wandered into Tate Britain to see its extraordinary Turner collection.
I was most drawn to his late paintings, whose near-abstraction seems far ahead of its time. Snow Storm: Steam-Boat off a Harbour’s Mouth (1842, pictured) reminds me of the beauty of allowing everyday chaos to retain its unorderliness.
Theories and clear understanding help us function, but understanding can also require resisting premature order and letting chaos, for a time, remain chaotic.
J. M. W. Turner, Public domain, via Wikimedia Commons
