The Madness & Sadness of a Poetic Soul

The Madness & Sadness of a Poetic Soul

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There is a madness
in the sadness of a poetic man
like me,
mistaken for a philosopher
with a philosophy,
when all I offer is me
in my words
and mannerisms
and how I move through space
with a subtle sadness,
a madness
and a touch of grace,
anonymous like a cloudless sky,
afraid of life
and death,
the how
and the why,
and how
I try
to feel connected
but I’m going to die
someday,
as will everything
I hold dear.
I harbor sadness
and fear
at each passing year,
saddened by rules
and tools
designed to control
the experience of existence,
which serve as seeds
of its own resistance,
fueled by a similar insistence
that there is right and wrong
when maybe the answer
is found in song
and moments we hold
in spaces
where we feel we belong,
and this I think is the truth
for which we long.
A space to call home,
a place to rest our heads,
cook and breathe in peace,
a place to laugh
and release
the pain in the sadness
and the joy
we sometimes feel
in the madness,
as we spin
through spaces
without and within.
To try and control any space,
I think is a cardinal sin.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

  • Free membership gives you access to community conversations and introductory resources.
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A Dialogue with Ian Shea

A Dialogue with Ian Shea

Ian Shea

This is the latest in my dialogue series where I sit down with fellow professionals to explore their expertise and learn from their unique perspectives. Today’s conversation is with Ian Shea of Black Cat Contracting, who shares his journey from TBI Recovery to Organizational Leadership.

I recently had the chance to talk with Ian, founder of Black Cat Contracting, and learn from his approach to organizational consulting. While his methodology differs from my space-based approach, I found remarkable complementarity in how we tackle complex challenges. His approach to consulting feels refreshing and unique, underscoring the importance that organizations accept and celebrate diverse perspectives rather than defaulting to one-size-fits-all solutions.

Ian is in year two of his PhD in organizational leadership at National University, targeting graduation around Halloween 2028. His focus on adaptability and resilience in VUCA (volatile, uncertain, complex, and ambiguous) environments isn’t just academic—it’s deeply personal, shaped by his recovery from a traumatic brain injury.

What struck me most about our conversation was how Ian bridges high-level theory with operational reality through his structured business framework. He starts with what he calls a “Friction Audit,” moves to a diagnostic phase, then builds a comprehensive Change Plan.

As he puts it, “I didn’t just study Adaptive Leadership in a textbook; I lived it.”

From Belief to Walking the Walk

During our conversation, Ian shared a profound personal insight about his journey. He described a fundamental shift from believing he could handle challenges to actually walking in that belief. The PhD process, he noted, has sharpened this transformation, giving him both the conceptual framework and the confidence to tackle complex organizational challenges.

This shift resonated with me because it reflects something I see often in leadership development—the gap between intellectual understanding and embodied practice. Ian’s experience recovering from his TBI seems to have accelerated this integration in ways that purely academic study might not achieve.

Reframing Construction as Leadership Development

One area where Ian pushed back during our discussion was the common narrative that construction is a dead-end career path. He emphasized the high skill requirements and strong career and income potential, especially for people who develop leadership capabilities within the industry. This perspective challenged my own assumptions about traditional blue-collar pathways.

Ian’s vision extends far beyond the jobsite, focusing instead on the engineering of organizational resilience and human infrastructure. He wants to create global connections and “affect change at the highest levels” while ensuring that people starting at the bottom feel part of something bigger. This dual focus on systemic change and individual empowerment reflects his understanding that sustainable transformation happens when high-level strategy connects with ground-level execution.

The Scholar-Practitioner Bridge

What sets Ian apart is his commitment to being both scholar and practitioner. His PhD work in organizational leadership isn’t separate from his business—it’s integral to it. This allows him to bring rigorous academic frameworks to real-world challenges while testing theoretical concepts against the demands of actual project delivery.

What fascinates me about Ian’s approach is how it mirrors core principles of Spaciology—the study of how physical and conceptual spaces shape human behavior and organizational dynamics. His “Friction Audit” essentially maps the spatial tensions within organizations, identifying where energy gets trapped or misdirected.

When he talks about bridging theory and operational reality, he is creating what I would call “relational spaces” where abstract concepts can take concrete form. This spatial thinking—understanding how ideas move through organizational terrain—may be the key to why his methodology produces such lasting change.

Discovering Potential Collaboration

What was perhaps most exciting is that our dialogue concluded with both of us recognizing a clear synergy in our approaches. I tend to bring conceptual flow and project management strengths, while Ian provides the ‘Operational Mechanics,’ the high-fidelity structural frameworks required to sustain high-pressure growth. He doesn’t just design the vision; he engineers the foundation to ensure the system can handle the ‘G-forces’ of modern volatility.

Next stop for us: collaborative space.

About Robert Levey

Founder of The Philosopher Files, Robert is a senior online adjunct faculty member at the UNH College of Professional Studies as well as a member of the Independent Philanthropy Advisor Referral Group.

About Ian Shea and Black Cat Contracting

Ian is the founder of Black Cat Contracting and a PhD candidate in organizational leadership at National University. A U.S. Air Force veteran, his practice combines construction expertise with organizational development, focusing on adaptability and resilience in complex environments. His approach bridges high-level theory with operational execution, shaped by his lived experience of recovery and transformation.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

  • Free membership gives you access to community conversations and introductory resources.
  • Paid membership opens full access to courses, live sessions, and the complete Field Guide.

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Learning from Melissa Segal

Learning from Melissa Segal

Melissa Segal

This is the latest in my dialogue series where I sit down with fellow professionals to explore their expertise and learn from their unique perspectives. Today’s conversation is with Melissa Segal of InterHuman Solutions, whose work in transforming workplace culture offers profound insights for leaders navigating the complexities of modern organizational dynamics.

Recently, I had the opportunity to connect with Melissa Segal, LCSW, founder of InterHuman Solutions, whose work with mission-driven organizations across North Carolina and beyond has revealed a fundamental truth: most workplace issues aren’t operational—they’re “interhuman.” What struck me most about our conversation was Melissa’s insight that the leadership models many of us learned are not only outdated but actively counterproductive to building the trust-based cultures that modern organizations need to thrive.

The Leadership Paradigm Shift: From Authority to Trust

“I was taught that leaders were supposed to be very strong, always exude confidence and tell people what to do. But I found that that is not what people wanted,” Melissa explained.

This revelation challenges the command-and-control leadership model that dominated organizational thinking for decades. Instead, Melissa’s work focuses on building trust—both with individuals and teams—recognizing that psychological safety and genuine connection are the foundations of productive workplace culture.

Her approach addresses what she calls the “interhuman” dimension of organizational life: the complex web of relationships, communication patterns, and trust dynamics that determine whether people want to come to work, disengage, or leave the organization.

The Leader as Co-Architect of the Problem

“I often find that there are confounding factors, including that the leader could show up differently.”

This insight reveals a pattern I’ve observed in my own work with organizations: leaders often externalize workplace dysfunction, failing to recognize their role in creating the very dynamics they want to change.

Melissa’s assessment process involves confidential conversations with all parties, allowing her to surface the complex reality behind workplace conflicts. Her role is to help both leaders and team members understand how their behavior contributes to team dynamics, guide them toward more effective ways of showing up, and work through conflict to resolution.

The Art of Deep Listening: Beyond Hearing Words

“I’m not listening to hear the words—I’m listening to understand and listening to what they are not saying. When someone feels heard, that is part of building trust—and they feel like they matter.”

This distinction between hearing and listening for understanding represents one of the most practical skills Melissa emphasizes. Deep listening involves asking open-ended questions, checking for understanding, and seeking to grasp the meaning behind the words.

The impact is profound: when people feel truly heard, they feel valued. This single act becomes the foundation for building trust and strengthening relationships across the organization.

Talking About the Elephants in the Room

“Talk about the elephants in the room. Let’s address the big issue that is looming. Talking around it does not help anyone.”

Melissa identifies this as another critical skill for transformational leadership: the courage to address difficult topics directly. Too often, she notes the real conversations happen in parking lots or bathrooms, while meetings dance around the core issues.

Creating structured opportunities for honest dialogue about challenging topics requires both skill and courage, and it is essential for moving beyond surface-level problem-solving to genuine organizational transformation.

Seeing the Full Human Being

“People are complex. When we make a connection with someone, we may develop a completely different view. Everyone brings their humanity into the room.”

This perspective challenges leaders to move beyond their preconceived notions and judgments. Melissa shared a powerful story about a physician who, after a conflict resolution process, realized: “When I walk into a room, anything I say and do can impact people there. They are human. I had never thought about that before.”

This shift in perspective—from seeing colleagues as functions or problems to recognizing their full humanity—transforms how leaders show up and interact with their teams.

What This Means for Leadership Practice

Melissa’s insights offer immediate applications for leaders committed to cultural transformation:

Start with Self-Reflection: Before addressing team dynamics, examine your own communication patterns and leadership behaviors. How might you be contributing to the challenges you want to solve?

Practice the Two-to-One Ratio: Use your two ears and one mouth proportionally. Listen more than you talk, even when you have brilliant insights to share.

Create Safe Spaces for Difficult Conversations: Identify one “elephant in the room” and design a structured opportunity for your team to address it openly.

Listen for Understanding: In your next one-on-one, focus entirely on understanding the other person’s perspective. Ask “What’s behind that?” and “Can you help me understand that better?”

See People as Whole Human Beings: Look beyond job functions and frustrations to recognize the complexity and humanity of each team member.

‘The Ripple Effect of Interhuman Leadership

What makes Melissa’s approach particularly compelling is its focus on sustainable change. Rather than providing quick fixes, her work empowers teams to have these crucial conversations independently, long after her engagement ends.

This model recognizes that true cultural transformation happens when leaders develop the skills to navigate complex interpersonal dynamics with authenticity, courage, and genuine care for the people they serve.

The goal isn’t just better workplace relationships—it’s creating environments in which people are excited to come to work and to remain engaged and committed to the organization.

Melissa’s expertise in organizational culture transformation offers valuable lessons for any leader committed to creating workplaces where people thrive. Her emphasis on trust-building, deep listening, and seeing the full humanity in others provides a roadmap for moving beyond traditional command-and-control leadership toward something far more effective and sustainable.

About Robert Levey

Founder of The Philosopher Files, Robert is a senior online adjunct faculty member at the UNH College of Professional Studies as well as a member of the Independent Philanthropy Advisor Referral Group.

About Melissa Segal and InterHuman Solutions

Melissa Segal specializes in transforming workplace culture through coaching, conflict resolution, and restorative practices. Based in Durham, NC, she works with mission-driven organizations including nonprofits, healthcare, and academic institutions to build trust, create psychological safety, and develop the “interhuman” skills essential for organizational success. Learn more at InterHuman Solutions.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

  • Free membership gives you access to community conversations and introductory resources.
  • Paid membership opens full access to courses, live sessions, and the complete Field Guide.

Stay in Touch

What Frederick Douglass Understood About Freedom That We Keep Forgetting

What Frederick Douglass Understood About Freedom That We Keep Forgetting

When Darius Wallace steps onto the stage to perform “Being Frederick Douglass,” something more unsettling is happening than a simple recitation of historical speeches—he is holding up a mirror to the invisible chains we still carry, the ones we have mistaken for our own thoughts, the ones we have been living inside without recognizing them as architecture at all.

Wallace has performed this show for over 23 years, and his most popular production debuted Off-Broadway in 2015 to an Audelco Award nomination. Keith Morris, the great-great-great-grandson of Frederick Douglass, praised Wallace’s performance for capturing “the nuance of my Great-Great-Great Grandfather’s humanity.” Wallace himself describes the work differently—he relates his performance to personal struggles with anxiety and depression, exploring “the question of what freedom is” through the lens of Douglass’s life, treating it not as a settled matter but as something still unfolding.

The question is not academic, I do not think—it lives in that gap between recognizing a limitation and taking action, in the space where most of us seem to get stuck.

The Architecture We Inhabit Without Noticing

I think people get stuck in existing narratives in their heads and struggle to see space around their own reactions and belief systems. This is not necessarily a failure of willpower—it may be something more fundamental, something about the way we are taught to see the world in the first place.

We live in a culture where the majority of life’s experiences are reduced to various bottom lines, and when we live by bottom lines, it becomes difficult for any of us to see space for new narratives, new ways of doing, being, or thinking. This happens in strategic planning all the time—we identify three to five outcomes an organization should achieve within a specific timeframe, then reverse-engineer what we think it will take to achieve them, as if certainty were something we could manufacture through careful planning.

That approach may not necessarily reflect how life is really experienced. None of us really knows the outcomes of anything—we live and learn by experience, by moving through spaces that reveal themselves as we inhabit them.

Krishnamurti talked about how many of us are secondhand human beings—we do not really know what we think because we are using ideas we have lifted off the shelf from somewhere, anywhere, but inside our own bodies or experience. I find myself returning to this observation because it describes something I recognize in my own thinking, the way borrowed frameworks can feel like native understanding until you pause long enough to notice the difference.

What Douglass Actually Said About Being Self-Made

Here is where the story becomes more interesting, where the complexity starts to reveal itself. Frederick Douglass is famous for his “Self-Made Men” speech, yet he paradoxically rejected the very concept he popularized—not through contradiction, but through a more nuanced understanding of how freedom actually works.

In that speech, Douglass stated that “properly speaking, there are in the world no such men as self-made men” and believed “no generation of men can be independent of the preceding generation.” This was not a contradiction—it was a sophisticated understanding that self-determination occurs within, not apart from, community and historical foundations, that we are always building on ground someone else prepared.

Douglass emphasized that “opportunity is important but exertion is indispensable,” arguing that success comes through “industry and application, together with a regard to favourable circumstances and opportunities.” He understood work as essential but never isolated from the social context that makes opportunity possible—a framework that seems worth examining more closely, given how often we flatten it into something simpler.

We live in a society where individualism is championed as part of the hero’s journey—the self-made man needs nothing other than his own strength, intellect, or way of being. Such a philosophy can lead us down some dangerous paths supported by absolute thinking, by the belief that reality is fixed and success is a solitary achievement rather than something that emerges through relationship and reciprocity.

Douglass rejected extreme individualism, emphasizing that true self-made men are formed through hard work and by capitalizing on opportunities in a shared society—a framing that changes what we might need to do differently in our own internal work of liberation.

I Am Because We Are

The best way I can answer the question of how understanding freedom as a collaborative, intergenerational project changes our internal work is to say this—I am because we are.

This is a penultimate concept in Ubuntu philosophy, translated as “I am because we are” or “I am because you are,” originating from the Bantu and Xhosa peoples of Southern Africa. The philosophy emphasizes that “a person is a person through other persons,” fundamentally rejecting the Cartesian “I think, therefore I am” in favor of communal interdependence—a different starting point that creates different possibilities for how we understand ourselves.

Kenyan scholar James Ogude explains that “Ubuntu is rooted in what I call a relational form of personhood, basically meaning that you are because of the others.” The philosophy “imposes a sense of moral obligation regarding your responsibility for others even before you think of yourself,” directly countering the “all about me” individualism prevalent in Western societies—not through moral prescription but through a fundamentally different architecture of understanding.

Everything built on that sort of idea is inherently different from the “I gotta get mine” philosophy that characterizes much of Western society today—different not in degree but in kind, creating an entirely different internal landscape.

Holding an “I am because we are” framework helps us recognize that we are not ourselves without actively considering others—I am me because of you and you are you because of me, reciprocally embedded in one another in ways that reshape what becomes possible when we examine our own limitations.

Where Freedom Actually Begins

Douglass’s philosophy suggests that if we seek freedom in physical space, it may need to begin within the spaces of our own minds and bodies—an internal construction project that precedes and enables external change.

This is not a one-time realization, at least not in my experience. For me, this process has been unfolding, and it is indeed a process—it is not a place with clear boundaries, is not static, it is happening right now. It is a practice, not a place or a time, not something you arrive at and then possess but something you inhabit differently each day.

Research on psychological freedom defines it as “the ability to be your true self, unencumbered by limiting beliefs, societal pressures, or past traumas,” involving “the mental and emotional space to explore your thoughts, feelings, and desires without judgment or fear.” The work requires developing self-awareness, emotional regulation, cognitive flexibility, and autonomy—though I find these categories more useful as invitations to exploration than as fixed destinations.

Liberation psychology, developed by Ignacio Martín-Baró in 1970s Latin America, emphasizes “de-ideologizing reality”—helping people understand how dominant ideologies obscure social forces that maintain oppression. A key insight here is that “ideology, understood as the ideas that perpetuate the interests of hegemonic groups, maintains the unjust sociopolitical environment,” which suggests that the work of freedom involves examining the frameworks we have internalized without realizing we had choices about them.

One practice I have found useful is to simply notice these limitations, to remain curious about our reactions to our own thoughts and to external stimuli. Curiosity becomes important here—not as a vague aspiration but as a specific way of paying attention to the moments when we feel stuck.

The Space Between Noticing and Acting

There is something tricky here, though—noticing a limitation and actually doing something about it are not the same thing. What happens in the space between noticing and acting that either allows movement or keeps someone frozen in place?

We can choose something different—that much seems clear.

That sounds simple, and yet if it were that straightforward, more people would be doing it. Choice often feels unavailable to many people when they try to fit their actions into an existing paradigm—if truth and reality are fixed in their heads, it becomes really hard to see, much less experience, spaces where reality itself could be messy or fuzzy, where the boundaries we thought were solid turn out to be negotiable.

Research shows that “societal expectations and norms” become internalized from a young age, “creating an inner critic that constantly judges us against an impossible standard.” Breaking free may require “courage and a willingness to question deeply ingrained beliefs” about what constitutes success and self-determination—though I think it also requires something else, something about recognizing that those beliefs are constructs we participate in rather than truths we discover.

Many of us carry invisible, psychological architecture that mirrors old systems of constraint—frameworks we inherited and then forgot we were carrying. When Darius Wallace performs “Being Frederick Douglass” today, what does a contemporary performance like that reveal about the chains we are still carrying internally, the ones we have not yet recognized as something we can examine and reshape?

Building on Foundations We Did Not Lay

The “self-made” mythology becomes dangerous when it relies on absolute thinking, when it compresses the complexity of how change actually happens into a simple story of individual willpower. Douglass himself used that language of the self-made man while also understanding something more nuanced about interdependence—something that gets lost when we flatten his philosophy into simple individualism.

What he was trying to communicate, I think, is that “capitalizing on opportunities in a shared society” means self-determination is not about isolation but about recognizing and building upon what others have created—an ongoing collaboration across time that changes how we understand our own agency.

Nelson Mandela embodied Ubuntu by asking “Are you going to do so in order to enable the community around you to be able to improve?”—a question that reframes individual enrichment as meaningful only when it enables collective flourishing, when it expands the space available to others rather than contracting it.

Ubuntu-inspired frameworks in academic settings demonstrate how “I am because we are” creates spaces where individuals “prioritize interconnectedness, dismantle hierarchical barriers, and create inclusive spaces” for collective thriving—offering a practical counter-model to competitive individualism that seems worth exploring further, not as a prescription but as a different way of organizing our thinking.

What Changes When We See Space

I think we all need space, whether it is figurative, metaphorical, or literal—and if people can see the space around their reactions and belief systems, I contend they can begin to see space for new ways of thinking, for choice itself to emerge where it seemed unavailable before.

Space becomes the precondition for choice in this framework. What prevents someone from seeing that space exists in the first place, especially when they are surrounded by narratives that tell them their limitations are fixed, that reality is settled, that the way things are is the way things must be?

In the Western world especially, we are brought up in a culture where most life experiences are reduced to various bottom lines—outcomes, metrics, clear boundaries between success and failure. When we live by bottom lines, it becomes very difficult for any of us to see space for new narratives, new ways of doing, being, or thinking, because the framework itself does not leave room for the messiness of how change actually unfolds.

The work of psychological liberation involves “the critical dismantling of the dominant ideologies that perpetuate social inequalities”—it requires “a conscious effort to unmask the ideologies that legitimize and perpetuate injustice,” treating liberation not as a destination but as an ongoing practice of noticing and reshaping internalized constraints, of recognizing where we have made choices without realizing we were choosing.

Internal freedom, as philosopher Krishnamurti described it, means liberation “from inner conflicts and emotional burdens,” emphasizing that “psychological and spiritual liberation” creates “a state of mind free from division, conflict, and sorrow.” This aligns with Douglass’s understanding that freedom begins in “the spaces of our own minds and bodies”—a starting point that changes the nature of the work we might need to do.

The Practice of Seeing Differently

When you think about the gap between recognizing a limitation and actually doing something about it—that space where most people seem to get stuck—what is actually happening in there, in that particular territory between knowing and doing?

People get stuck in existing narratives in their heads and struggle to see space around their own reactions and belief systems—this is what I have observed, at least. The practice is not about arriving somewhere or achieving a particular state—it is about noticing right now, in this moment, where you have internalized a limitation and are treating it as an unchangeable truth rather than as a construct you are participating in.

Curiosity becomes the tool here—not curiosity as a vague aspiration, but curiosity as a daily practice of asking where am I operating from borrowed ideas, where am I reverse-engineering from an imagined outcome instead of working from my actual lived experience, where have I collapsed complexity into a fixed conclusion without noticing I was doing it. These questions do not necessarily have clear answers, but the asking itself creates space that was not there before.

Wallace wants audiences “to be inspired to make their lives what they want them to be”—the performance does not provide answers so much as it creates space for questions, for noticing how historical chains mirror contemporary internal constraints we still carry without recognizing them as something we could examine differently.

What Becomes Possible

Understanding freedom as an internal construction project rather than an external achievement changes something fundamental about how we approach self-determination. It means recognizing that the work begins not with changing circumstances but with examining the belief systems that shape our capacity to see what is possible—the frameworks we inhabit before we take any action at all.

It means understanding that individual progress is always built upon foundations laid by others across generations, making self-determination a collaborative rather than isolated endeavor—we are always working with materials someone else prepared, always building on ground we did not clear ourselves. It means treating liberation not as a one-time event but as an ongoing practice of noticing where we have internalized external limitations and mistaken them for unchangeable truth, where we have confused the architecture we inherited with the architecture that must be.

Douglass’s philosophy remains relevant because it addresses the space between recognizing limitation and taking action—a space where most people remain stuck, not necessarily from lack of willpower but from unexamined internal constraints, from belief systems we are operating within without recognizing we have choices about them.

The question is not whether you can be free—I do not think that framing serves us well. The question might be whether you can see the space where freedom becomes possible, the space that exists right now, in the architecture of your own thinking, waiting to be noticed and explored and perhaps reshaped into something that serves you differently than it does today.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

  • Free membership gives you access to community conversations and introductory resources.
  • Paid membership opens full access to courses, live sessions, and the complete Field Guide.

Stay in Touch

Together We Be

Together We Be

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Everything 
I am 
is a figment
of a man’s imagination,
and the two of us dance
in each other’s heads.
I imagine him
and he me,
and somewhere beyond
and inside this,
we exist,
holding on to outer spaces,
faces
and things we see,
anything we can do
to reduce the experience
of what it means
to be
or not to be,
but that’s not
my question,
because I’m not him
nor he me,
and therein lies
the mystery
and the truth,
and the serenity
found in the grace
to accept the things I cannot change,
courage to change the things I can,
and the wisdom
to know the difference
is one of perception
inside a sacred space
within a space
within a space
that is home
to more than a single member
of the human race,
but everything that exists
with or without a face.
To care
or not to care
is not a choice
I choose to make in this space
that is neither mine
nor yours
because this space
is furnished with trauma
and pain,
bosons and quarks
and other things
I can’t explain
like hope and love,
dreams and ice cream,
stars and trees that
bend and sway
in winter breezes
that chill to the bone
inside my body
that holds tears
of joy and sadness
at the madness
we sow
and reap,
at the anger we bestow
on others
and keep
at the ready
as if the level
of outrage
we can direct
at others
keeps us steady
on a shared journey
to a North Star
that can be bought
and sold,
or reached by car,
investigated
and probed,
researched and packaged,
best served cold.
This is a story
we have been told
and one I refuse to share
or hold,
because life is a mystery
containing history
and things I cannot fathom
or see,
all of which
contribute
to me
becoming me,
and we dance
and we sail
the waters of a primordial sea, and next to us
is you,
and together we be.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

  • Free membership gives you access to community conversations and introductory resources.
  • Paid membership opens full access to courses, live sessions, and the complete Field Guide.

Stay in Touch