Savory’s expertise is focused on land management, and at this point in his book, Holistic Management, he spends some time educating the reader about water and mineral cycles, community dynamics and energy flow as they pertain to the soil.
Ecosystem, however, is defined by Oxford Online Dictionary as “a complex network or interconnected system” of “interacting organisms and their physical environment.” If we’re seeking to manage a family unit, a work team, a business, a job, or any other kind of organization not directly connected to the land (remembering all human activities are ultimately rooted in Planet Earth), ecosystem processes remain an important component to consider.
Community dynamics include the whole community. If we have done an effective job of defining our whole, we’ve already broadly defined our community. In my case, my community context includes the human and animals I live with; those people I work with, who are also my community of friends; my family, because we are always working out of our family context; and the plants and animals we share our 26 acres with. I also include a future team of writing support professionals, such as an editor, agent, and publisher.
This seems sufficiently complex, but it’s not even half the story, because most of the life around us is invisible to our eyes. We have just spent a year being reminded at every turn how powerful the world of microbes is. Our bodies are inhabited by uncountable microscopic organisms without which we could not live. We teem with viruses, bacteria, and fungi, and every living being we’re in contact with carries a universe of life with them, too.
We are just now beginning to understand how essential these microbes are to our health and the health of the planet. Healthy soil is full of complex microbial life that helps it retain water, cycle minerals, and provide plants with what they need to thrive. Without healthy soil, mineral and water cycles fail and ecosystems collapse.
Community dynamics are hugely complex and often chaotic. We don’t know enough to see the full scope of them, but we can observe the difference between healthy and unhealthy communities. A flock of chickens, an orchard, a garden, a team, a family, a marriage, all reflect their degree of health in obvious ways.
Energy flow is part of any ecosystem process. For land management, energy flow is obviously driven by sunlight, climate, weather, and the activities of members of the community.
Energy is “strength and vitality required for sustained physical or mental activity (Oxford Online Dictionary). You might notice that definition does not reference money, but the health of our finances has become closely tied to our perceived strength and vitality, as well as our position of power.
Our current political context is a stark example of what happens when the energy flow of money is dammed. Flow implies movement and cycles, an open hand out of which resource is both given and received. When water or mineral cycles are interrupted, the ecosystem suffers. Energy becomes stagnant and the whole system falters. Interconnection breaks down. The system dies, including the organism that withheld energy from everyone else.
This doesn’t occur in natural ecosystems that are not interfered with, but humans do it all the time. It’s the end result of a power-over culture. Some thrive at the expense of the impoverished majority, creating an unsustainable situation that eventually collapses and allows energy to be redistributed.
Any management plan will include us, the planner, as well as other living organisms, and all those living organisms, from a human being to the complex creature we call a cat or a cow to the tiniest soil microbes, need appropriate energy to thrive.
At this point I feel overwhelmed. Some days I can barely take care of myself, let alone anyone or anything else. How can I possibly worry about the soil microbes next to our front steps when I feel too tired or rushed to prepare and eat a good meal? And what does any of it have to do with earning a living through my writing?
Holistic planning is a dance between the tension of the big picture, or holistic context, and discerning where our power lies within that picture. If I prepare and eat a meal that provides good fuel for my physical needs and the needs of the whole community of viruses and bacteria that lives with me, I’m maintaining a good energy flow in my personal ecosystem, which supports my holistic management plan.
There is no writing if there is no me. Nobody else can write my stories. I’m the only one.
If I choose to implement a compost toilet and/or grey water system, the wastes that my body produces (in collaboration with billions of microbes) as a result of energy flow can then be properly managed and returned to the soil ecosystem, which can break it down and use it to enhance water and mineral cycles and the production of more food for my next meal.
If I feed my cats (which greatly enhance my health and happiness) an appropriate diet that meets their physical energy needs, as well as the needs of their living biomes of viruses and bacteria, and compost the waste and wood pellets from their litter boxes, I’m once again supporting a healthy energy flow. Nothing is wasted. One organism’s excretions feed other organisms in the community.
If we want food sustainability, this is the kind of flow we must commit to. Animals and plants evolved together in order to maintain this kind of a sustainable energy cycle, but human activity has broken that elegant flow. We can repair it, if we’re willing to learn and can muster the political will.
At first glance, community dynamics and energy flow seem to have nothing to do with a business plan, but that only demonstrates how unskilled we are at holistic problem solving. We can’t expect a sustainable and effective plan if we don’t use energy of all kinds effectively and recycle it back into the ecosystem with as little waste as possible. The healthy whole is the last level, not the first.
To be alive is to be part of a community. None of us can escape community dynamics and energy flow. None of us can escape dependence on healthy mineral and water cycles. We are now beginning to experience the consequences of centuries of refusal to consider or take responsibility for ecosystem processes.
As I seek sustainability and security for myself, I must also understand my personal whole as part of a larger whole, which in turn forms part of a larger whole, and so on. I am both the center of my whole and a community member for countless other forms of life. I bear responsibility on two fronts: my own power and needsand choosing a position of power in regard to other members of the community. Will I enhance power for others or undermine it? Will I enhance energy flow or block it? Will I work cooperatively with my community or ignore it?
This balance between self and others is the dynamic tension of life. Holistic management planning and decision making put it center stage. Complex systems are by their nature dynamic and nonlinear; both regaining lost balance and maintaining it require resilience and presence, a commitment to living more mindfully and with a wider awareness of the life around us in all its forms.
We can no longer afford to benefit ourselves at the cost of others.
I have just finished reading one of the most important books I’ve ever come across, Holistic Management by Allan Savory.
Savory is a wildlife biologist, farmer, and cofounder of the Savory Institute, an organization that teaches and supports regenerative land management. I read the book because I admire Allan Savory’s lifetime commitment to understanding the delicate complexity of our environment. He has successfully restored ecosystems and land on several continents using animals. His work, and the work of others like him, can restore and revive our planet, if we can muster the political will and willingness to give up some of our cherished and destructive ideas about how to manage land and animals.
Savory is an enormously important teacher for farmers. I became familiar with his work because of my interest in permaculture. This particular book, however, is a blueprint for managing any complex system, not just a farm.
I’m a great planner, goal-setter, and list-maker, but I’ve never seen any decision-making or management process like this, and as I read the book I marveled at how intuitively right it feels. Policies and standard operating procedures are so often inadequate, not enforceable, and ineffective, in spite of hours and hours of committee work and good intentions. This book explains why.
I picked up the book around the same time I was deciding to get more proactive with my writing. I recognize that I need a plan, but feel overwhelmed by all the moving parts and how to use my time and other resources effectively. What about work-life balance? I do, after all, have a job. What should my priorities be? How much time will I need for each aspect of writing? What about money?
As I read Holistic Management, I took copious notes. I could see Savory’s framework for decision making was more complete than any I’d seen before, and specifically suited to complexity.
After finishing the book, I created a document using Savory’s model. Now comes the hard part. I need to apply his bare outlines to my own situation. It occurred to me that might be an interesting process to make visible, as this is a kind of decision-making most of us have never seen before, and who doesn’t have something to manage, a household, a family, a business, finances, a life?
The first step is figuring out the whole under management. Right away, we’re in new territory, because Savory realizes that any system is not a series of separate boxes, but a dynamic, nonlinear, and complex series of overlapping wholes containing people and resources, including the land on which the system exists. No matter what we’re trying to manage, the land will be part of the whole under management. Water cycles, mineral cycles, soil, animals and plants sustain every human activity, and creating management plans without acknowledging that truth has led us to climate change, catastrophic pollution, diminishing resources, and the destruction of billions of acres of land around the world.
Holistic management of anything must take into account the effects of our choices on the environment.
The whole under management includes decision makers, physical resources, people as resources, and financial resources. I’m the decision maker for my writing plan. For physical resources, I listed our 26 acres and the buildings on it, as well as the soil, water, plants and trees. I added technology to that list as well. For people as resources I listed friends, family, my partner, a professional support team, my community, and readers.
It didn’t occur to me until later to add myself as a resource. Typical!
Financial resources include money earned, inherited, borrowed, or dollars generated from my resource base, that is dollars earned from writing or the land under my management.
Working with the concept of wholes under management provides a new frame for decision-making that depends (surprise, surprise) on the recognition that effective planning means sharing power. When we approach management from the position of power-over others, including natural resources, we have failed to create a successful, sustainable policy or plan before we’ve even begun. Any system that ignores the needs of any part of the whole is doomed to failure, maybe not in the short term, but certainly in the long term.
This is particularly true in the context of relationships, as in a family or community. If we feel disempowered, our investment, loyalty, trust, and level of participation all diminish. We may, for a while, choose to comply with whatever it is the Grand Poobah at the top (power-over) demands, but sooner or later that system will fail and the Grand Poobah will fall. Unfortunately, this kind of pattern is hugely expensive in terms of lives, health, and resource.
Savory’s holistic management model is specific, complex, and requires time. The very first step – identifying the whole under management – can’t be speeded through. If we get that piece wrong, everything that comes after will be flawed. If we can’t define all the moving parts, we’ll never be able to figure out how to support them in working together, and we won’t notice or respond appropriately when things go sideways. And things always go sideways somewhere, at some time.
Defining the whole we are trying to manage forces us to step back and look objectively at our situation. Are we being too reductionistic in our view? Are we appropriately addressing the complexity of the entire system we want to manage? On the other hand, are we trying to manage aspects of a situation that are not ours to manage? Are we taking on, or allowing others to force us into, responsibility for parts of the whole that are not rightfully ours?
Take it from an experienced people pleaser. Trying to manage an interpersonal situation we’ve been coerced into, even if our intentions are the best in the world, is doomed to painful failure. Most people don’t want to be managed, even if they say they do. If we can’t get decision makers and human resources on the same page, our policies and plans will always dissolve. In such a case, perhaps the whole needs to be redefined and refocused on where our power rightfully lies.
I worked with Holistic Management a chapter at a time, and now I’m filling in the decision-making framework a piece at a time, feeling my way into mastery of this amazing new tool.
As I think about the whole(s) I want to manage in my life, I watch patterns and interactions in my workplace, the push-pull of politics as President Biden takes power after the disastrous last four years, and the ways I interact with my partner. All are complicated systems encompassing overlapping wholes. I’m looking at life through a new lens.
I recently read an article from The Minimalists about problems and solutions. The first time I skimmed through it, I thought, “Huh?” and saved it for more concentrated exploration later. It was one of those pieces of inside-out thinking that stuck in my head, like a small rock in one’s shoe, and I puzzled over it for a few days, until I went back and read it with more attention.
I laughed when I reread, because it’s a short and simple piece, but it suggests an unaccustomed way of thinking about problems, especially to someone as goal-oriented and problem-solving as I am.
The idea is solutions, the magic bullets everyone wants, take our attention away from problems and often compound them. The solution becomes more of a problem than the problem was in the first place.
This phenomenon is familiar enough to us that we made a saying about the cure being worse than the disease. I just never thought past the context of cures and disease before now.
When it comes to solving problems, especially in a consumer culture, toxic mimics are ubiquitous. We’re also in a hurry. We don’t like discomfort. We want a quick, palatable fix, and we want it now. This means we throw solutions at problems without taking the time to understand their full extent and complexity. We feel entitled to instant gratification, and that’s what advertisers promise us.
In the last few cold, dark days of 2020, as most of us look ahead and hope for better things in 2021, it’s a good time to pause and spend time with our problems.
Seriously! They’re with us anyway. We might as well give them some real attention. If we’ve tried and tried to solve a particular problem and gotten nowhere, or made it worse, maybe it’s time to go deeper into it, putting possible solutions aside for a while and just being with the problem. Rainer Maria Rilke wrote about loving and living with the questions before living into the answers.
In a lovely demonstration of synchronicity, as I work on this post I’m also reading Holistic Management by Allan Savory. It’s essentially a book about restoring the environment, based on a lifetime of study, experience and success in reversing desertification and building healthy land, but it’s also a framework for decision-making and management of any context, from a household to a community to a business organization.
Defining and understanding as much of the problem as possible is key to managing anything holistically. The metaphor Savory uses is taking aspirin to relieve a headache brought on by someone hitting us in the head with a hammer. Taking an aspirin is quick and cheap, but the real problem is not the headache, it’s the fact that someone is hitting us in the head with a hammer! Taking aspirin does not address the real problem.
This is a simple metaphor, but it’s surprising how often we respond in just this way to the symptoms of problems rather than excavating the root causes and addressing those, which often involves time, patience, learning new information and creating entirely different ways of responding and utilizing resources.
Perhaps this year we could make a different kind of New Year’s Resolution list.
If we have financial problems, instead of trying to figure out how to make more money, we could investigate our relationship with money.
If we have weight problems, instead of trying a diet, we could explore our relationship with food.
If we don’t get enough exercise, instead of buying an expensive piece of home equipment (which I hear make great laundry racks and/or clothing storage), we could take a look at our ability to keep our word to ourselves and our willingness (or not) to self-care.
If we feel disorganized and overwhelmed with our stuff, instead of buying storage space, organizing systems, or looking for a bigger house, we could simplify our lives and shed some stuff.
If we’re lonely and searching for romance, instead of spending time and money on dating platforms, we could strengthen our relationship with ourselves, learn how to meet our own needs, and take a look at our expectations of relationships.
I’ve always thought of problem-solving as a strength, with the emphasis on solving problems. I’m only now realizing the power of simply experiencing problems, patiently and fully, even affectionately, before racing to a solution and applying it as quickly as possible. Could there be more power in the problem than in the solution, at least in the beginning of problem-solving? That possibility makes me smile.
This is my third post exploring happiness. The first and second posts are here and here.
We’ve defined happiness as a feeling of contentment and peace, which inadequately expresses its complexity. Positive psychology scientifically examines the human experience of peace and contentment more deeply, with surprising results.
In his book, Authentic Happiness, Martin Seligman, Ph.D., carefully differentiates between transient and enduring happiness. Transient happiness is what I call happy. It’s the joy I feel when dancing, swimming, sitting outside in the sun, or looking forward to something pleasurable. Enduring happiness, or our general level of happiness, is our baseline feeling of peace and contentment. Can we increase our enduring level of happiness, and if so, how?
Our genetics play a part in this, as I mentioned before, but circumstances do, too, and we have some power over our circumstances. It turns out there are three decades of research and data on external circumstances and how they affect our experience of happiness.
Now we are in territory heavily influenced by social politics and our consumer culture. Everyone knows more money and things make us happier. Anyone in doubt need only sit in front of a screen and absorb advertising for 30 minutes.
A cross-national survey of tens of thousands of adults does indicate life satisfaction and overall national purchasing power are closely correlated, but only to a certain numerical point. After that point, the correlation disappears. This means people in a comparatively wealthy country may generally have a higher overall experience of happiness than people in a country who live in life-threatening poverty, but there are many exceptions, and social scientists are not sure why. In addition, as purchasing power has increased in wealthy countries, life satisfaction has not.
It appears how important money is to us is a more powerful factor in our happiness than the amount of money we actually have. More materialistic people are less happy. In this, of course, we have power. If we rearrange our priorities and reduce the importance of money in our lives, perhaps we can intentionally increase our happiness.
Other factors that have been extensively studied as ingredients for happiness include marriage (or other long-term, committed bonds), education, social networks, health, age, biological sex, intelligence, and where we live.
As I think about happiness, I reflect on all the reasons I’ve heard people (including me) say they can’t achieve it. It’s interesting how we all make excuses for avoiding happiness. I wonder why that is. What are we up to? Are we afraid to be happy? Is the pain of “losing” happiness so terrible we reject the condition entirely?
Data invalidates many of our excuses. External circumstances such as moving to a sunnier climate or getting more education are not correlated with greater happiness. Race and biological sex are also neutral factors in happiness, as is intelligence.
It does appear living in a comparatively wealthy country; strong social networks, including a healthy primary relationship, as in marriage; and creating or participating in spiritual/faith practices are positive influences on happiness.
Interestingly, health is an influence much like money, in that how we feel about our health is more important than our objective health as a factor in happiness.
As I write this, it’s impossible to ignore the fact that we are awaiting final results in the 2020 election and facing increasing COVID numbers. These external factors and the stress and anxiety I feel over them certainly seem barriers to anything like happy.
A couple of weeks ago I was part of a conversation in which someone asked me if I’d heard Halloween, Thanksgiving and Christmas were “cancelled.” He was angry, bitter, loud, and hostile. I exited the conversation after telling him quietly I hadn’t heard, but I’ve thought about it ever since.
Is happiness cancelled because of our current external circumstances?
Of course not. As many others have pointed out, family, love, tolerance, generosity, and the holiday season are not “cancelled.” Many of us will (or have) changed the way we approach these celebrations and expressions, but change doesn’t have to be an atomic bomb wiping out every tradition and good feeling, unless we make it so.
I, and I suspect many others, feel the fate of the world rests on the outcome of the 2020 United States presidential election. The endless political rhetoric certainly encourages us to believe that. When I really think about it, though, no matter who is in the White House we’ll still be a deeply and hatefully divided nation. We’ll still have a pandemic. We’ll still have climate change, broken healthcare and educational systems, and a faltering economy. We’ll still have to deal with immigration, racial injustice and violence.
The president, whoever he will be, will not have the power to destroy our individual happiness. He may be a fine scapegoat, along with a million other external circumstances, but in the end I believe our happiness is in our own hands and no one else’s.
I find this a particularly unpalatable realization right now. I spend a lot of time being a professional, being an adult, and striving to be positive and supportive with others, but deep inside I struggle with an ungodly mix of rage and despair. I have moments in which it’s all I can do to just walk away from the headlines, the ignorance, the selfishness, and the toxicity of others without screaming and tearing their throats out. I’m constantly fighting down tears. I feel unsafe, hypervigilant, and bone tired.
I know I’m not alone. I have the most superb self-control of anyone I know, so I will not relieve my feelings with public tantrums or assaults, but the feelings are there and these times are bringing them close to the surface for everyone.
To write about happiness or even think about it right now seems idiotic. Upon further reflection, though, I wonder if it isn’t the perfect time, after all. There’s so much going on that we can’t change; perhaps now it’s more important than ever before to pull our gaze away from those things and look at where we do have power. We have the power to intentionally choose happiness, even if only for a second. We have the power to choose between connection and division. We have the power to love, even in the midst of rage.
If I told you I’m happy this week it would be a lie. When the final votes are counted I won’t feel happy, either, no matter who wins. I’m hoping my sleep will be less broken and I can stop trying to crawl out of my skin with anxiety, but happy? No. Relieved would be good. Let’s aim for relieved.
But what if the truth is that happy is right here, sitting on my shoulder, or waiting patiently in the corner, and all I have to do is give it my attention and open my arms to it? What if I could feel happiness today? What if the most useful thing I could do for myself, for my loved ones, for the world, is choose happiness, no matter how fleeting?
We humans make and seek patterns in everything we do. Sometimes we’re conscious of these patterns, and often we’re not. Discerning patterns is an evolutionary advantage that’s helped us survive, as the complex web of life is filled with them. A rudimentary example is patterns of color on reptiles, plants, fish and insects warning of toxicity.
We organize and sort patterns into objective taxonomies and hierarchies as we learn and strive to make sense of our world, and we label them.
I’ve been thinking about labels for years, and I’ve written about them previously. Our tendency to create labels and slap them on others has become more vicious and hysterical than ever before, and I’m concerned about this entirely divisive trend.
Language is an agreed-upon set of symbols. Nouns describe specific objects or ideas. Nouns are, by their nature, exclusive. That’s why they exist. A pencil is not a door. A tree is not a river. Labels are nouns, too, but they can be sloppy and imprecise, and they’re weighted with a lot of subjectivity and emotion. If we talk about a pencil in mixed company, we’re not likely to cause a scene. If we talk about being a Republican, or a feminist, or an anti-vaxxer, we’re asking for trouble.
Many people create and use labels as social weapons in order to convey hatred and contempt rather than specific objective meaning.
The complex system we call life on earth is infinitely complicated, and we, as parts of that system, are also complicated.
Subjective labels are superficial, a mere glimmer on the surface of a deep well. They’re all about one-stop shopping and contain the emotional maturity of name calling. They often originate with individuals or groups who seek power over others. Anyone, regardless of education, experience, or expertise, can label anyone else, and frequently do, ruining credibility, reputations, and careers. Labels are limiting and confining. They concentrate a personal attack on one perceived aspect of a human being and ignore all the rest.
Patterns are deeply embedded, often invisible at first glance, but powerful and complicated. The ability to discern and learn about patterns requires critical thinking and a careful process of objective inquiry. We need precise language to describe the many dimensions of patterns. Discerning patterns is not a personal attack, but an observation of behavior and other characteristics (our own as well as that of others) that helps us survive.
Understanding and recognizing patterns gives us the power to manage them usefully and effectively.
Many of us are aware of uncomfortable patterns in our lives. Some are caught in a loop of patterns resulting in health consequences such as obesity, pain, and addiction. Others are unable to find the right job, the right place to live, or the right partner. Many of us spend a significant amount of time making the same choices, over and over, and getting the same unsatisfactory results, because we don’t know what else to do.
As we are social beings, our relationships are important, and destructive patterns involving our connections with others can be devastating. Fortunately, there are smart, observant, thoughtful people in the world who recognize behavioral patterns, create tools and use their experience and education to support and teach others how to discern and effectively manage problematic patterns.
One such person is Bill Eddy, a Licensed Clinical Social Worker and a Certified Family Law Specialist who has more than 32 years of experience providing therapy, mediation, and representation for clients in family court. Eddy co-founded the High Conflict Institute and has become an international resource for managing high-conflict behaviors. He’s written several books, all of which I highly recommend. In fact, his book, BIFF, is an essential handbook for life as a member of the human race.
What I like best about Eddy is he’s not a labeler. He uses precise scientific language to describe some personality types as context and background, but the thrust of his work is not in diagnosing or labeling, and he actively encourages students and readers to refrain from doing so. His goal is to help us recognize problematic patterns of behavior and teach us how to handle them effectively, kindly, and compassionately while maintaining our own dignity and healthy boundaries.
Nowhere in his work have I seen Eddy suggest we self-apply his methods, but I have my own less-than-useful patterns and character traits, and his strategies help me manage those as well as the behavior of people around me.
In Eddy’s language, high-conflict behavior patterns include consistent:
Preoccupation with blaming others
–(BIFF: Quick Responses to High-Conflict People, Their Personal Attacks, Hostile Email and Social Media Meltdowns by Bill Eddy, LCSW, ESQ.)
The beauty of Eddy’s tools is simplicity. Anyone who’s ever been hooked into an angry, defensive, escalating, and totally useless high-conflict interaction (and who hasn’t?) knows how exhausting, disheartening, and disempowering such interactions can be. Eddy’s approach is entirely different and much simpler, but it requires us to give up several juicy things.
In order to manage this behavior pattern effectively, we have to give up on winning and being right. We have to give up on taking things personally; trying to change, “help,” or control someone else; the satisfaction of personal attacks; and trying to please. We must learn to manage our own emotions, because two people, neither of whom can deal effectively with their feelings, will get nowhere. We must decide if we want to contribute to conflict or resolve it.
In short, if we want to reclaim our personal power and manage difficult behavior patterns more effectively, we have to start with ourselves and our own behavior, feelings, and impulses.
If we are stuck in a destructive relationship at work, at home, or in the community with a high-conflict personality and we feel helpless and hopeless, the first step in finding a better way is an honest assessment of what we want. If we want to continue to be a victim; if we want revenge or to freely express our frustration, rage, or contempt (as in throwing around labels); if we want to be validated or approved of; if we want to force others to see it our way, apologize, or be just, Bill Eddy has nothing to offer us.
If we’re stuck and committed to finding a better way, accepting that the person we’re dealing with has an observable, consistent pattern of high-conflict behavior and may not be interested in the same outcomes we are, and accepting responsibility for our own behavior, Eddy can show us the way back to our power and sanity.
Dealing effectively with high-conflict behavior patterns does not mean we have to be disrespectful, intolerant, or uncaring. It doesn’t mean we have to sacrifice our own integrity or boundaries. It doesn’t mean we have to stop loving people. Best of all, recognizing problematic behavior doesn’t mean we give up on the whole person. Many valuable employees and community members exhibit high-conflict behavior patterns.
In fact, Eddy’s tools apply to any human interaction, as they involve brief, informative, firm and friendly scripts appropriate and effective in all contexts, whether consistently high-conflict, potentially high-conflict, or entirely friendly.
Labels create and escalate conflict rather than resolving it. Recognizing patterns and learning how to work with them can help us resolve conflict.