I’ve been reading A Failure of Nerve: Leadership in the Age of the Quick Fix by Edwin H. Friedman, in preparation for my doctoral dissertation. This book is about how emotional processes are what need to be engaged when thinking about leadership and change within an organization, not logic, reason, or methodology.
Friedman, in the first chapter on “Imaginative Gridlock” deals with the characteristics of a gridlocked system, and there are three:
1. An unending treadmill of trying harder;
2. Looking for answers rather than reframing questions; and
3. either/or thinking that creates false dichotomies.
I want to move back to a discussion of thinking through a theology of transformational change by integrating theology and emerging science. In my research, I observed through the writings of Neuroscientist Joseph LeDoux, particularly in his book “
