(For the beginning of this series of posts, inspired by Allan Savory’s book, Holistic Management, begin here.)
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Allan Savory’s holistic decision-making process “ends” with a feedback loop of planning (assuming the plan is wrong, as in planning for failure), monitoring, controlling, and replanning.
So, having spent a couple of months working with this model and writing about it, what have I got? Where am I?
I have no idea! I feel like I’m in the middle of a hairball.
Using Savory’s template is not the problem. It’s elegant, logical, effective, and sustainable. It’s a model based on power-with and win-win.
It’s effective because learning the process has successfully excavated resistance, blocks, and unconscious beliefs that are and have always been obstacles for me in all areas of my life. Until and unless I deal with my internal landscape, neither this process nor any other will work for me.
As I think about defining my creative output and consider how to get it in front of those who would find value in my work, I’m forced into a narrow focus. I’m forced into choice and commitment.
In the beginning, starting Our Daily Crime and writing my books was an act of defiance. I had no expectations at all. My motivation was to express myself honestly in spite of what anyone thought or said.
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Now, years later, I’ve created a body of work, grown from those first bitter seeds of defiance. I discover I’ve written a blueprint, a map for reclaiming and managing personal power through emotional intelligence. It’s not finished. It will never be finished. Not everyone wants it, or can use it.
But some people do, and can. People like me.
Who are they? Where are they? How do I find them?
Upon waking this morning, dimly hearing peepers in the pond (Spring!), a robin, and a couple of barred owls, I had this thought:
I cannot be/give/do/create anything that anyone wants.
To say that’s a belief is completely inadequate. It’s a law of nature, like gravity, immutable, everlasting, absolutely indestructible.
It’s a belief underlying my whole life.
Is it true?
Panic stations! It doesn’t matter. I refuse to answer that question right now.
OK, I said to myself. Let me ask you this: If it were not true, how would you find your audience?
Now, that’s a question I can work with!
I would have fallen on Our Daily Crime and its content with joy and relief, had I found it eight or ten years ago. It’s exactly the support and resource I needed.
I well remember how I started on the journey of emotional intelligence and power reclamation. I know where I’ve found my people – and where I haven’t. I follow several people who add value to my life and serve as teachers, guides, and examples of simplicity, honesty, and effective marketing. They have found their audience.
I can find mine, too.
If I empower the belief I have nothing to contribute that anyone wants, I’m at the end of possibility as a writer. If I acknowledge the belief and work around it anyway, I’m in a new world of unexplored, unimagined possibilities, and Savory’s model provides me with a decision-making tool that allows me to pursue my own joy and success, remain cooperative and authentic, and maintain healthy connections with others. Everybody wins.
As I work with the next piece of Allan Savory’s holistic management model from his book, Holistic Management, I’m thinking about choice.
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When I learned emotional intelligence, I understood choice as central to our personal power. The choice to say yes. The choice to say no. Our power to choose mindfully and intentionally is constantly under attack.
I also learned, to my chagrin, how much time and energy I had spent trying to change or fix what I have no power to change or fix and overlooking the places in which I do have power. I could not effectively make decisions until I learned to let go, stop arguing with what is, step away from where the blows land, and stop taking poisoned bait.
As Joshua Fields Millburn says, “letting go is not something you do. It is something you stop doing.”
Reclaiming our ability and power to choose from our unconscious patterns and addictions is a difficult journey. Reclaiming our power of choice from those who have stolen it or seek to steal it is a journey into fear. Reclaiming our power of choice in spite of our fear is an exercise in heroism.
Once we have narrowed the whole we’re trying to manage to the dimensions in which we truly have power, we’re faced with learning how to make decisions and carrying them through.
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The power of choice comes with responsibility. Some people don’t want to consciously choose because they don’t want to take responsibility for the outcomes they create with their choices. Another pattern I’ve often seen is the desire to have as many options as possible at all times – a recipe for noncommitment and a tactic that invariably steals power from others.
Choosing one option means we leave others behind. Choosing, and working with the consequences of our choices, requires flexibility, resilience, and the willingness to be wrong.
We will inevitably make choices resulting in unwanted, unexpected results.
However, refusing to choose is still a choice. Inaction has consequences, just as action does.
If we don’t choose, someone else or circumstances will choose for us.
Is the goal of decision-making perfection or empowerment?
Is the right choice the one giving us the outcome we want? Is the wrong choice the one resulting in an outcome we didn’t foresee or dislike?
Some choices are easy, like which shirt to wear.
Some choices tear us apart, like being forced to choose between caring for ourselves and caring for someone we love.
Most of the choices we make in a day we never even notice.
Some choices change the direction of our lives and we never forget the moment we stood at a crossroad and made a decision.
We can’t necessarily tell the important choices from the unimportant ones when we’re faced with them.
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The ability to choose is strength and power.
The ability to choose involves risk and uncertainty. No matter how well we gather information, weigh pros and cons, and try to imagine the future, choice is largely a leap in the dark. As we choose, so do those around us. Our choices impact them, and their choices impact us.
It’s absolutely impossible to predict where some choices will take us.
In Savory’s model, the holistic context directs decision-making. If we know something about where we are, and something about where we want to end up, we can build a path from here to there. Our choices are steps along the path, taking us forward. The cause and effect of choice is always uncertain and dynamic, so we can expect our path to fork, detour, double back, and otherwise confuse and confound us.
Choosing is a flow that never stops. Once we’ve decided to step into it, one choice leads to another, and another.
No one, no one can make better choices for us than we can.
Savory proposes a list of questions, called context checks, to help in decision-making:
Might this action have negative social, biological, or financial consequences?
Does this action provide the greatest return toward the goals for each unit of time or money invested?
Does this action contribute the most to covering the costs inherent in the endeavor?
Is the energy or money used in this action coming from the most appropriate source in our holistic context?
If we take this action, will it lead us toward or away from the future resource base described in our holistic context?
How do we feel about this action? Might it lead to the quality of life we defined in our holistic context? What might its adverse effects be?
These questions ask us to think beyond our immediate desires and consider the possible impact of our actions on others, now and into the future. They ask us for our best predictions, and to think carefully about our goals through the lens of sustainability.
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The context checks are not a one and done exercise. Savory suggests they be revisited frequently, either at set intervals or in case of unexpected outcomes and events.
There will certainly be unexpected outcomes and events, as well as new information. Each choice we make teaches us something, and we (hopefully) integrate what we’ve learned into our next step.
Learning to make choices, and discerning the places in which we have no power to make choices, are two of the most essential things we can do in life. It seems to me the act of choosing is far more meaningful than whether we or others judge our decisions and their outcomes as “good” or “bad.”
Sadly, our culture seems more concerned at present with criticizing and/or eliminating the choices of others rather than developing and supporting good decision-making skills that foster personal power for everyone. Many of us spend too much time preoccupied with things we cannot change, actively disempowering ourselves and making ourselves miserable.
I love solitaire. I find it infinitely soothing. Of course, there’s a line between soothing and numbing, just as there is with any activity. As long as I mindfully use a game or two as a tool rather than being used by it, it’s one of my favorite wait-I-need-to-think-about-this or catch-my-breath techniques.
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The thing about solitaire, whether we play the old-fashioned way with a deck of cards, or online, is each game is different because we shuffle the cards.
We shuffle the cards.
We make choices as we play, so we have some control, but the shuffle is random. Always the same cards, but in different positions every time.
Sometimes we win. Sometimes the cards don’t fall right, or we make mistakes, or both, and we lose.
One of the unexpected results of working with holistic decision-making is it’s forcing me to reshuffle my cards.
Each of my relationships is a card. My job-for-a-paycheck is one, and exercise, and sleeping, and eating. My Be Still Now time is a card. All the ordinary household tasks and activities of daily living have a card. My time is a card, and my energy another. Each piece of my life can be represented by a card.
When I don’t shuffle the deck, I keep laying out the cards in the same old way, in the same old order, and experiencing the same old frustrations and challenges.
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Holistic decision-making demands a fresh look at what I’m trying to manage and why, as well as an assessment of my personal deck of cards, including priorities, resources, and sustainability. In looking at my life from an unaccustomed vantage point, through the filter of Allan Savory’s model, I see previously unconscious choices and patterns that are not in line with my current intentions.
The cards haven’t quite fallen right, or I’ve made mistakes, or both. My deck is too large and I need to discard, or too small and I need to add some cards. I’ve dealt less important cards on top of essential ones.
So I’m reshuffling my cards and exploring new layouts.
I can’t do everything. I want to. I think I should. I can’t.
Everything and everyone can’t be a priority. Some of my time and energy investments have provided little or no return. In some ways my life hasn’t been reflecting the truth of my heart.
So I’m reshuffling my cards.
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I could refuse to reshuffle. Eventually, life will force a reshuffle, maybe in painful and unexpected ways. I could wait for that. On the other hand, I can face my fears, be willing to cut my losses, tell the truth (at least to myself), and let go of what’s no longer serving me.
I choose to reshuffle.
Not enough time/space/energy for what’s really important? Exhausted and overwhelmed?
Three weeks ago, I explored ecosystem processes as part of holistic management planning using Allan Savory’s template for decision making.
This week I’m looking at the ecosystem process tools I might use to manage my writing business plan. Savory defines them as human creativity, money and labor, technology, fire, rest, and living organisms.
Leaving aside all this terminology for a minute, how do we manage our lives and environment? I’ve just been housecleaning with a vacuum (requiring electricity), a dust rag, a broom and dustpan, bleach, vinegar, cleanser, rags, Windex and paper towels. These tools don’t represent much money, but I do need to use labor to optimize them.
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Now I’m using my laptop and a wireless Internet connection. These technological tools require money, in addition to my creativity and labor.
Although Savory’s focus is on land management, his model continues to lend itself to virtually any kind of management situation, as though all our human endeavor is only a sidestep away from holistic land management. This, of course, is the case, as there can be no human endeavor if we destroy the planet. Whoever we are and whatever we do, our choices and actions have consequences for Earth.
I’m using the tool of creativity as I work with this model and explore all the levels and pieces. Supporting my own creativity as a writer is at the heart of my purpose.
Savory proposes that holistic management planning will always require at least one of the tools of money and labor. Now we come up against the limitations of our resources. We might have money, but no time, energy, or willingness to labor. Or, we might be working as hard as we can, but have no financial resource. Most of us have a mixture of the two, but how do we know how to use our resources of money, time and energy most effectively? This is one of the questions lying at the core of my own situation.
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I suspect many of us operate out of scarcity rather than abundance, out of a sense of limitation rather than possibility. Our lives are busy and our days full. We have responsibilities and deadlines. We respond to one demand after another. We fight traffic, the clock, and an unending stream of messages, notifications, beeps, rings, and buzzers.
Using rest as a tool seems counterintuitive. If we’re already running as fast as we can and we can’t keep up, the sky will certainly fall if we make a choice to stop and sit still, even for a few minutes. However, I know from my own experience none of our efforts are sustainable without rest. We can’t assess our resources fully on the run. We can’t think intelligently about our measure of money and labor and where to use them most effectively, and we can’t maintain juicy creativity without regular and adequate rest.
Fire is another tool we use to manage land, and I apply it metaphorically to my own situation. Natural creative forces like fire are terrifying, and we usually focus on their destructive aspect, forgetting destruction always opens the door to something new. Sometimes we use such a force deliberately, and sometimes not.
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If we are managing humans rather than land, events such as divorce, death, a spiritual crisis, a health crisis, or a wholly unexpected choice can have the same effect as a force of nature like fire. In a very short time, everything changes and we no longer recognize our landscape and landmarks. We feel terror and loss. We feel disempowered. At some point, we begin to shape a new life, adapt to a new job, put roots down in a new place, or learn how to inhabit a new set of circumstances.
Technology is the tool I’m least comfortable with. Unfortunately, in these days it’s a very important tool for an aspiring writer, maybe even an essential one. As I wrote last week, I’m being inexorably forced to make friends with it and develop some skill in using it. Sigh.
Lastly, and closest to the heart of Savory’s work, is the activity of other organisms as an ecosystem management tool. Collaboration. Cooperation. When organism meets organism, both are impacted. It doesn’t matter how large they are, or if they have a Latin name, or if we understand the full nature of that impact. It doesn’t matter if one organism is a cow and one a forb. It doesn’t matter if one is a human being and the other a virus. Life interacts with life, and both lives change.
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The long tale of evolution is made up of infinite stories of these interactions.
As humans, our cultures, languages, stories, knowledge, artistic expression, and belief systems have given us a social context – many wholes making up the whole of humanity across time. Social context is hugely influential and powerful, as evidenced by the phenomena of social contagion and tribal shaming.
My interaction with all the life around me, past and present, human and nonhuman, is my most powerful and complex tool for managing my business writing plan. Without my social shaping by family and culture, I would have nothing to write about. Without collaborating with others who have skills, knowledge, and power I lack, I cannot succeed. Without the inspiration and support from those around me, I would not be able to fuel my creativity sustainably.
Tools help us shape and manage our lives. We learn to make them, care for them, and wield them effectively. As humans, we have a long history of developing tools to help us master our world, and human endeavor often fails if we don’t have and know how to use the proper tools.
Questions I ask myself: What tools do I need to build a sustainable management plan? Who will teach me to use them effectively? How much money and labor will be necessary in order to use my tools well?
And what about people? People are not tools. How can I most effectively interact, collaborate, and cooperate with the people around me in order to work towards my goal of creating a more secure, sustainable life as a writer?
This week I’m moving on with a holistic business writing plan, based on Allan Savory’s Holistic Management. See the first posts here and here.
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Whatever our situation, if we want to change it, we need a map from the place we are now to where we want to be at some future point in time. What this means is we have to move beyond our unhappiness with the way things are now and think about how we’d like them to become.
This point in the process requires a further commitment. We’ve all spent time spinning our wheels and feeling stuck. When I do that, I’m sucking the juice out of my grievances and resentments instead of letting go of the rind and moving forward. Eventually, I get bored with myself, stop focusing on the fact that I don’t like how my life is working, and think about what would work better.
It seems easy, but getting unstuck requires more effort and courage than staying stuck. Stuck is familiar. Getting unstuck means … who knows? Maybe we’ll fail. Maybe things will be required of us we don’t think we can deliver. Maybe we’ll wind up in an even deeper, muddier, icier ditch than we’re in now. Maybe we resist dreaming (my hand is raised). Maybe we’re quite sure we were born to be stuck, and we’ll betray our family or tribe if we dare to do better than they told us we could.
I have all kinds of reasons for staying stuck. Some I’m conscious of, and some I probably haven’t identified yet. They’re still lurking under the bed somewhere.
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We might decide we don’t want to change things, after all, at least not using this model. It’s too much work. It’s too overwhelming. We can’t see the point in all these “holistic” complications. Taking on life in neat little reductionistic pieces is a lot easier. We don’t want to think about this stuff or ask ourselves hard questions.
I, however, am determined to continue, so my next step is to think about defining my holistic context with a statement of purpose, what quality of life I want, and how I intend my future resource base to look.
A statement of purpose is just that, one statement exactly describing our goal. Obviously, this requires some forward thinking, as opposed to sulking about our present undesirable circumstances.
(I’m reminded of a saying I once heard: If you’re in hell, don’t stop!)
It’s easy to obsess over what’s not working. We’ve probably been doing it for a long time. Thinking about what would work better is kind of a refreshing change, for me, anyway. Coming up with a one-sentence statement of purpose sounds easy, but that’s deceptive. I began with one word: security. I want to build some security for my future.
Great, but what does that mean, exactly? Security is pretty vague. I thought about it, journaled, made notes and lists, and gradually shaped a statement of purpose that felt true.
With that out of the way, I turned to thinking about what quality of life means to me. It means security, to begin with. This feels like a good sign – harmony between my statement of purpose and the quality of life I want to achieve.
Maine Farmhouse and Barn
At this point, I can mine my grievances for information. I’d like a roof that doesn’t leak. Check. I’d like a house that isn’t slowly tilting on its cracked foundation, mouseless cupboards, a better floorplan, a lot less stuff. Check, check, check and check.
Of course, I want to be able to afford a more secure place to live. Financial security. I also want to shape a sustainable life, which means investing in less gas and oil (heating fuel) dependency and having a more energy-efficient home, among other things.
Quality of life, however, depends on more than our housing situation. This is a holistic plan; we must look at a wider picture than we’re used to. I need healthy relationships for quality of life. I need to be able to make a meaningful (to me) contribution to others. I need to be creative. I want to be physically, emotionally, and mentally healthy. I need privacy and quiet in which to recharge and write.
I made lots of lists, allowing myself to fantasize without worrying about what I deserve, what I can afford, and all the rest. The result is a final list of what quality of life means to me, and what I mean by a sustainable life.
Lastly, and this is one of the unique aspects of this framework, is defining what we want our future resource base to look like. We must consider possible present actions through the filter of the future.
For example, if we want to clear land of unwanted plants (called weeds) in order to make a garden, one option is to douse it with weed killer. That might or might not destroy all the weeds in the short term, but it certainly degrades the soil, which will need intensive rehab and reclamation to become healthy and productive again. We’ve just killed our garden.
I’m not managing a ranch or farm, but thinking about the future still applies to me. If I want a future financial resource base that’s healthy and gives me financial security, taking out a big loan to fix our roof is a foolish choice. Not only does it further destabilize my present inadequate financial resources, it locks me into future debt. Fixing the roof would keep the water out, but the rest of the house is no longer sustainable in the long term. Much better to find another way to achieve and invest in a more sustainable housing situation.
Thinking about how the decisions we make now affect the future is one of the biggest weaknesses in how we plan, individually and as businesses. We’re impulsive, we’re impatient, and we’re more concerned with our present challenges and problems and our bottom line than we are with whatever might happen in the future. We clear cut part of our land to pay bills. We poison our dandelions because the neighbors object to them. We pick up leaves in the fall so our yards look neater. All those actions ripple into the future in destructive and unexpected ways, but we rarely stop to weigh the possible or probable consequences.
We’re in permanent reactive mode rather than being proactive and taking time to plan holistically. We set ourselves up for one unexpected problem after another, one unforeseen consequence after another. Our plans and policies fail, and we’re not sure why and don’t know how to fix them.
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These two first steps, defining the whole we want to manage and defining the holistic context, present and future, force us to clarify and focus not only on the problem, but on the tapestry into which the problem is woven. We are not leaping to a solution for a problem we’ve only glimpsed from the corner of our eye.
In other words, we allow ourselves time to correctly define our problem.
This process also gives us a chance to make observations, identify resources, and gather information, which can redefine or erase perceived problems. If we have the good fortune to be responsible for a piece of land, raking, digging, tilling, removing rotting wood, using herbicides and fertilizers, and limiting diversity of plants and insects are not only unnecessarily expensive, they’re actions that will impoverish and degrade our future resource base.
This is what I learned as I struggled with my health. My problem wasn’t autoimmune disease. My problem was my diet. When I fixed that, the autoimmune symptoms disappeared.
Working to define a holistic context as part of management doesn’t satisfy my desire to find and implement a solution NOW. Even as I resent the time I’m giving this process, though, I’m conscious this is a more complete way to problem solve, a more thoughtful way, a more intelligent way. So I’m holding my horses and taking a step at a time, fascinated, in spite of my impatience, by the elegance of managing my life and goals with this new tool.
