Space as Praxis: Making Room for What Matters

Space as Praxis: Making Room for What Matters

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Space begins within—and when we pause and resist the reflex to respond, fix, or judge, we create the conditions for clarity. This is not a passive space but a form of active receptivity.

“Stillness is not stagnation. It is what allows the unseen to surface.”

In practice, internal space could look like:

  1. Taking 5 minutes to breathe before a difficult decision,
  2. Journaling not to fix your thinking, but to see it,
  3. Asking “What is  here that I’m avoiding?” instead of “What should I do?”

Space makes reflection possible. Without it, we default to reaction. With it, we find presence (and ourselves).

External Space: Designing Environments That Reflect Intention
Our surroundings—physical spaces or organizational cultures—help shape our thoughts, feelings, and ability to relate to anything.

“The room you’re in speaks before you do.”

To apply space practically in the external realm:

  1. Declutter a workspace so it reflects the clarity you seek,
  2. Design meetings with planned moments of silence,
  3. Ask, “What kind of space would allow everyone here to feel seen (or heard)?”

External space is both literal and symbolic. When we shift external space(s) with intention, we communicate something powerful: you matter here.

Shared Space: The Art of Holding Together What We Cannot Solve Alone
Shared space is the realm of dialogue, collaboration, and community. It is what happens between us—not owned or controlled, but co-created.

“Shared space isn’t about agreement. It’s about making room for truths to sit side by side.”

To hold shared space in practice:

  1. Begin conversations by naming intentions rather than outcomes,
  2. Allow silence in dialogue—not everything needs a response,
  3. Model curiosity over certainty

Shared space requires a posture of mutual presence, not persuasion. It is what allows complexity to breathe and transformation to occur collectively.

The Ethics of Spaciousness
Creating space is an ethical act. In a culture of speed, certainty, and consumption, space feels inefficient. Inefficiency, however, is often where life actually happens.

“Making space means making room for others—not just their ideas, but their being.”

To practice ethical spaciousness:

  1. Resist urgency when it flattens complexity
  2. Invite voices that are usually missing
  3. Trust that emergence needs time, contradiction, and care

Key Considerations
Space is not emptiness; rather, it is the precondition for emergence.

  1. Internal space fosters awareness and emotional intelligence,
  2. External space shapes behavior and communicates values,
  3. Shared space enables trust, empathy, and collective transformation.

Creating space is not about doing less—it is about doing with more intention.

Closing Reflection
When we stop trying to fill every moment, fix every problem, or finalize every answer, we return to something more elemental: the quiet, expansive possibility of being (and becoming).

In a world aching for solutions, perhaps what is most needed is not more action—but more space…

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Beyond the Hero’s Journey (Part II)

Beyond the Hero’s Journey (Part II)

Technology, profit, productivity—these are hallmarks of what is often construed as progress within the Western worldview? Progress for whom?

These thirsts are fueled by a belief shared by many in the Western world that nature is little more than a machine. According to Rout and Reid (2020), the machine metaphor “delineates nature as predictable, controllable, mindless matter that is separate from and does not matter as much as culture” (p. 948).

Seen through this metaphor, the ecological crisis is little more than a structural problem, a proverbial chink in the system that is nature that can be “fixed” by the hero.

Humanity’s “Needs”
In framing any aspect of the ecological crisis through the lens of its impact on humanity’s needs and wants, the Western world supports the importance of humanity over nature.

Extending this worldview, the machine metaphor lauds progress versus balance and the primary of globalization compared to local phenomena, all of which have helped turn nature into a commodity, a machine built for human use (Sullivan, 2010).

Metaphors such as “steward” are equally problematic. Whereas “steward” implies a moral obligation to care for the Earth, this term also suggests the Earth is inanimate with humans somehow its master (Flint et al., 2013).

Ubiquity of the Hero’s Journey
One way to better understand the machine metaphor (and ecological crisis) is to look at the rationale that supports the narrative structure and sequence of hero’s journey myths. Within these myths, presented similarly throughout the world, “a hero ventures forth from the common day world into a region of supernatural wonder” (Campbell, 2008, p. 28).

Campbell described the universality of the classic hero narrative as a monomyth, a single hero story with which all humans resonate (Allison & Goethals, 2016). According to Campbell (2008), this story follows a trajectory with three primary sequential stages: “A separation from the world, a penetration to some source of power, and a life-enhancing return” (p. 33).

Humans have always been drawn to hero stories, the evidence of which “can be found in the earliest known narratives that describe stirring accounts of the exploits of heroes and heroic leaders” (Kerényi, 1978, as cited in Allison & Goethals, 2016, pp. 188–189).

Rank (1952) said these heroes, found in different nations and “widely separated by space and entirely independent of each other,” present “a baffling similarity, or in part a literal correspondence” (p. 1). Homer’s Odyssey, written 2,700 years ago, is widely regarded as one of the first and best examples of the hero’s journey in the Western world (Allison & Goethals, 2016).

Hero’s Journey Examples
Examples of other ancient hero stories from across the world include “Hesiod, Vishnu, Gilgamesh, Etana, Sundiata, Beowulf, Samson, Thor, Leonidas, Guan Yu, among others” (Durant, 2002, as cited in Allison & Goethals, 2016, p. 189). The hero’s journey is also found in today’s movies, including “Harry Potter, Superman, James Bond, Luke Skywalker, and The Lion King’s Simba” (Singh, 2021, p. 183).

The hero’s journey is not simply a metaphor experienced as entertainment. Rather, it is explicitly used in numerous professional domains: counseling (Lawson, 2005), education (Brown & Moffett, 1999), transformational tourism (Robledo & Batle, 2017), and leadership (Goethals & Allison, 2019) among others.

Despite its ubiquity, tales of a single (usually male) hero armed with superior intelligence do not resonate with all people—a concept that will be explored at great length in the next file in this series.

References

Allison, S. T., & Goethals, G. R. (2016). Hero worship: The elevation of the human spirit. Journal for the Theory of Social Behaviour, 46(2), 187–210. https://doi.org/10.1111/jtsb.12094

Brown, J. L., & Moffett, C. A. (1999). Hero’s journey: How educators can transform schools and improve learning. Association for Supervision & Curriculum Development.

Campbell, J. (2008). The hero with a thousand faces (Vol. 17). New World Library.

Flint, C. G., Kunze, I., Muhar, A., Yoshida, Y., & Penker, M. (2013). Exploring empirical typologies of human–nature relationships and linkages to the ecosystem services concept. Landscape and Urban Planning, 120, 208–217. https://doi.org/10.1016/j.landurbplan.2013.09.002

Goethals, G. R., & Allison, S. T. (2019). The romance of heroism and heroic leadership. Emerald.

Lawson, G. (2005). The hero’s journey as a developmental metaphor in counseling. The Journal of Humanistic Counseling, Education and Development, 44(2), 134–144. https://doi.org/10.1002/j.2164-490X.2005.tb00026.x

Rank, O. (1952). The myth of the birth of the hero: A psychological interpretation of mythology (F. Robbins & S. E. Jelliffe, Trans.). R. Brunner.

Robledo, M. A., & Batle, J. (2017). Transformational tourism as a hero’s journey. Current Issues in Tourism, 20(16), 1736–1748. https://doi.org/10.1080/13683500.2015.1054270

Rout, M., & Reid, J. (2020). Embracing Indigenous metaphors: A new/old way of thinking about sustainability. Sustainability Science, 15(3), 945–954. https://doi.org/10.1007/s11625-020-00783-0

Singh, M. (2021). The sympathetic plot, its psychological origins, and implications for the evolution of fiction. Emotion Review, 13(3), 183–198. https://doi.org/10.1177/17540739211022824

Sullivan, S. (2010, Summer). “Ecosystem service commodities”-a new imperial ecology? Implications for animist immanent ecologies, with Deleuze and Guattari. New Formations, 69, 111–128. https://www.ingentaconnect.com/content/lwish/nf/2010/00000069/00000069/art00009

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To ‘Lead’ Or Not To ‘Lead’ (Part I)

To ‘Lead’ Or Not To ‘Lead’ (Part I)

Is the past really past, and is the future somewhere ahead of us? The realization that past trauma, for instance, has a direct bearing on our mental health lends credence to the notion that yesterday is alive, a consideration that leads to a cybernetic complementarity that the future is equally real today.

Can we hold two seemingly disparate ideas?

The potentially contradictory nature of the above question serves as my segue to a discussion on how systems thinking enhances leadership. From a systems perspective, I do not believe a leader necessarily leads at all, but rather works to create a space within which as many inputs can be included as possible. This is a space in which people are allowed to make mistakes, an idea Ison & Straw (2020) indicate is a critical aspect of systems thinking in practice, as they rhetorically note, “Otherwise how will they learn” (p. 101)?

I find this question profound, because isn’t it the responsibility of a leader to create opportunities for people to learn? The answer seems obvious (at first), but this is not how businesses, including my own, Exponential Squared, on many occasions, are often run. If I am to step out on a proverbial limb and comment on the experience of other leaders or business owners, I believe it is fair to say it is a struggle (for many of us) to understand outcomes in context. I set due dates on various projects, and many of my decisions as a leader are directed to deliver them on time.

Am I creating enough space for my staff to not only learn, but to also make mistakes? Mistakes cost me money, and that is not a small consideration.

Systems thinking in practice can help me reframe my objectives as a leader, which could lead me to redefine the outcomes. Is completing a project on time the outcome I seek for every project, or is there something larger at work (play)? What is the social purpose of my company?

Systems thinking

As a leader or business owner, it is incumbent on me to help create environments within which my staff and clients are inspired, right? I am not just a business owner, however. I am a dad, a teacher, and a researcher among many other roles.

Do all my respective roles demand that I lead (and act) differently? Is the idea of a social purpose one that can bind all aspects of myself (and my many roles)?

Ison & Straw indicate that social purpose has different meanings in different contexts. One question I need to answer, then, is what does social purpose mean in the context of my life? A related question is how do I apply my belief in a social purpose?

A sense of purpose, claim Ison & Straw (2020), is “a common thread across the Blue Zone communities” (p. 86). Blue Zones, according to Talbott (2007), is the description given to areas of the world where communities have very long-life (age 100+) expectancies. Ison & Straw say that some of the health benefits that result from social purpose include a reduction of mortality risk, increase in resilience, and improvement in sleep among many others.

Ison & Straw indicate that social purpose has different meanings in different contexts. In part two of To ‘Lead’ Or Not To ‘Lead’, I explore not only what social purpose could mean in the context of our lives, but how to apply it.

References
Ison, R. L., & Straw, E. (2020). The hidden power of systems thinking : governance in a climate emergency (Ser. Systems thinking). Routledge. https://doi.org/10.4324/9781351026901

Talbott, S. (2007). Devices of the soul: battling for our selves in an age of machines. ” O’Reilly Media, Inc.”.