The Space Between What Worked and What Works Now

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I have watched nonprofit founders navigate a particular kind of confusion that surfaces when their organizations begin to grow, and what strikes me most is how rarely anyone names what is actually happening. The skills that launched the organization—the ability to move quickly, to wear every hat, to make decisions in hallways and over coffee—become the very things that prevent the organization from reaching its next stage of development. This is not a failure of leadership, but it is a transition that demands recognition.

The Dangerous Comfort of Fuzzy Structures

In the early days of a nonprofit, a fuzzy organizational structure feels like freedom. Decisions happen organically, roles shift based on who shows up, and the mission moves forward through collective will and shared passion. This fluidity works because everyone involved understands the informal agreements, the unspoken hierarchies, and the ways things get done without needing to be written down or formalized.

When you introduce paid staff into this environment, however, the lack of clarity becomes crippling. Staff members need to understand to whom they report, their responsibilities, and how their performance will be evaluated. They need job descriptions, clear communication channels, and accountability structures that simply do not exist in volunteer-driven models. What felt like collaborative flexibility to volunteers feels like organizational chaos to employees who are trying to do their jobs well.

The board faces its own reckoning during this transition. As one analysis of this shift notes, organizations often find themselves caught in a space between structures for years, embroiled in painful issues while naming symptoms but rarely facing the true cause—failing to fully transition from one organizational model to another. The board has to relinquish operational authority and allow staff to hold far more authority than they have in the past.

When Founder Skills Become Organizational Constraints

I think about the founder who launched a food bank from her garage, who knew every volunteer by name, who could pack boxes, write grants, and manage the social media account all in the same afternoon. Her ability to do everything was the reason the organization survived its first three years. When the organization hired its first program director, however, that same founder struggled to delegate, to trust someone else’s judgment, to step back from daily operations and focus on governance and strategic direction.

This pattern repeats across the nonprofit sector with remarkable consistency. The entrepreneurial instincts that create organizations—the willingness to act without perfect information, the comfort with ambiguity, the ability to pivot quickly—do not necessarily translate into the management skills required to lead a growing entity with multiple staff members, complex programs, and increasing demands for accountability.

The data reveals the scope of this challenge. Only 30 percent of C-suite roles in the nonprofit sector were filled by internal promotion in the past two years, about half the rate of for-profits. This suggests that organizations are not developing leadership pipelines, not preparing their teams for the transitions that growth inevitably requires.

What the Transition Actually Demands

The shift from volunteer-based to staff-driven operations requires more than hiring people and writing job descriptions. It demands a fundamental reimagining of how the organization functions, how decisions get made, and where power resides. The board must move from doing the work to governing the work, from managing programs to setting policy and ensuring accountability.

This transition asks founders to examine whether their current skills serve the organization’s current needs. It asks board members to release their attachment to operational control and embrace their role as strategic overseers. It asks everyone involved to acknowledge that the informal structures that worked beautifully at one stage of development may need to be replaced with more formal systems as the organization matures.

I have noticed that the organizations that navigate this transition successfully tend to approach it with curiosity rather than resistance. They ask questions about what structures would serve their staff well, what governance practices would support rather than hinder their mission, and what leadership development their team needs to grow into new roles. They recognize that this transition is not about abandoning the passion and commitment that launched the organization, but about channeling that energy through structures that can sustain and amplify it.

The Path Forward Exists in Present Choices

You do not need to have all the answers before you begin this transition. What you need is a willingness to acknowledge that the transition is happening, that it requires attention and intention, and that the skills that brought you here may not be the skills that take you forward. The organizations that struggle most are not those that lack resources or talent, but those that refuse to name what is actually occurring and make space for the structural changes that growth demands.

The choice available to you now is whether to attend to this transition with care and deliberation, or to allow it to unfold in ways that create confusion, conflict, and missed opportunities. The fuzzy organizational structure that once felt like freedom can become the barrier that prevents your mission from reaching the people who need it most. What worked when you were five volunteers meeting in someone’s living room may not work when you are fifteen staff members serving hundreds of clients each month.

This recognition does not diminish what you have built. It honors it by asking what it needs to become next.

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.

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Your Environment Is Your Architecture

Many of us are struggling to understand our worth outside the economic engine of society. The message is rarely stated outright, but it saturates the air: to be more, we must not only do more, but also buy more. This assumption fuels countless conversations—at work, at home, and inside our own heads.

I am guilty of this, too. AI has accelerated the tempo of professional life, and I catch myself turning that tempo into a test of relevance. I ask colleagues whether they now use it to generate content, manage social media campaigns, or prospect for donors. I have been shown tools that “strategize,” producing plans and roadmaps for organizations in minutes. I keep wondering where these plans and roadmaps ultimately lead—or, more pointedly, what they train us to believe about the kind of human being we have to become in order to matter.

This past weekend, I picked up Philosophical Leisure (2007) by Dr. Annette Holba, and she reminded me—uncomfortably—that we have already arrived at a destination. Lasch (1979) described this place as a culture of narcissism. Arnett (1994) framed it as a kind of existential homelessness. In such a place, Holba argues, “human communication is enveloped with a general sense of malaise that is the result of an emerging lack of the interhuman or authentic interest in the other” (p. 21).

One corollary of that condition is that our worth gets measured—quietly, relentlessly—in productivity. Reflecting on this (and spurred by Holba’s work), I can see that I still subscribe, at least partially, to a familiar Western equation: productivity equals value.

While I no longer check work emails on the weekend, I still feel a concern in my body that I am somehow derelict in my professional duties. How dare I enjoy myself? How dare I be a philosopher, when clearly there are more important things to do—master the latest tools, find the next corporate sponsor, issue the next press release, create the next post, stay visible, stay useful.

It isn’t only that I’m anxious about productivity. I have also sabotaged my personal life in an effort to demonstrate commitment to organizational causes. In recognizing that my positionality as a CIS white man has afforded me an unbelievable amount of privilege and opportunity, I find myself struggling to feel I can offer anything of value outside my output—as if I must keep producing to justify my place in any space.

I do not say any of this to elicit pity. I’m saying it because I’m coming to grips with a stark fact. I have built a life in which “work” is the main space where I feel legible.

I do not really make friends, but my ability to merge the personal with the professional has enabled me to create the illusion of a life full of meaning. As a philosopher and poet in my heart, the extent to which I have sacrificed hopes and dreams in an effort to apologize for my existence is exhausting.

Identity Matters

Race, gender, class, and history shape what happens to us and our experience of reality. However, when identity becomes the only story available—when it replaces curiosity, tenderness, and complexity—we reduce one another. We turn living people into categories and then act surprised when our relationships feel thin.

Certainly, the fact that I am a CIS white man is an important fact of my existence, and it has influenced my experience as a human being. However, I am also a man who sometimes cries when he hears beautiful music, or while making egg sandwiches.

I am a man who enjoys walking in nature, running down country roads on Friday afternoons, watching The Rockford Files at midnight, and missing the days when my sons were little—when they could both be held in my arms at the same time. I am also a man who loves his parents and cannot imagine a life, much less a single day, without them. I make ridiculous jokes, laugh when someone farts, and I miss my grandmother.

I am all these things and so much more (and sometimes less), which means I can only assume every human on this planet possesses forms of worth and texture that are uniquely theirs. Perhaps there is an opportunity—an opening, a space—for us to acknowledge the multiplicities of our lives without trying to reduce, eliminate, or monetize their meaning.

Not everything meaningful is measurable, monetized, or shareable, because life is not a spectacle. It is an inward journey we live together in public spaces on a planet that is literally moving through outer space right now.

In a world that keeps trying to sell us the next “optimized” solution, maybe the starting point is simpler. What do you and I actually need?

If we do not yet know how to answer that question, I think that is just fine. Let’s start in a space where we know nothing, because those spaces often offer the greatest opportunities.


References

  • Arnett, R. C. (1994). Existential homelessness: A contemporary case for dialogue. In R. Anderson, K. N. Cissna, & R. C. Arnett (Eds.), The reach of dialogue: Confirmation, voice, and community (pp. 229–245). Cresskill, NJ: Hampton Press.
  • Holba, A. M. (2007). Philosophical leisure: Recuperation and the care of the self. Lanham, MD: Lexington Books.
  • Lasch, C. (1979). The culture of narcissism: American life in an age of diminishing expectations. New York, NY: W. W. Norton.

 

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.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

 

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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.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

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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.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Stay in Touch

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Together We Be

Together We Be

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Read

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.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Stay in Touch

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.