Adaptive Space and Yin/Yang : A Line Dance
Complexity and Dao Series #10
Adaptive space is fundamentally about change, much like the concept of Yin/Yang. Change is the only constant in life, making it a crucial topic to explore. Master Nan, in his infinite wisdom, uses the analogy of catching a bus to illustrate three potential responses to change:
- Optimal Scenario: Arriving early at the bus station means you’re first in line when the bus arrives. You board calmly, select the best seat, and enjoy a smooth, relaxed journey. This represents leading the curve of change.
- Intermediate Scenario: The bus is already at the station when you arrive. You have to navigate through the crowd to board, feeling rushed and sweating, and you might not get a seat, but you still reach your destination. This reflects following the wave of change.
- Least Favorable Scenario: Arriving late means the bus has just left as you reach the station. You miss it and are left with only the exhaust fumes. This indicates missing the opportunity for change.
The essence of this analogy is that while change is inevitable, we can choose how consciously we engage with it. Thus, one of my favorite definitions of leadership is “to influence change.” Enhancing our ability to influence change is exactly why we explore concepts like adaptive space and Yin/Yang.
In the first part of our discussion on Adaptive Space and Yin/Yang, we introduced foundational concepts and examples. In this second part, we will delve deeper by examining both the light and shadow aspects of change and stability, and explore how to create a fluid interaction among the four quadrants, integrating the “line dance” from the conscious leadership framework.
Light and Shadow in Space for Change
In my post “Making Space for…” I argued that it is essential to create room for often overlooked yet significant aspects of life, such as emotions and acknowledgements. This principle applies equally to change: to lead change effectively, we must make space for it.
T.S. Eliot’s quote, “Between the conception and the deed falls the shadow,” captures the shadow side of the change space. This shadow represents the uncertainty, fear, and resistance that often accompany change. It is the gap between our intentions and actions, where doubts and obstacles can obscure our path. Navigating this shadow demands awareness, resilience, and adaptability.
Conversely, Viktor E. Frankl’s quote, “Between stimulus and response there is space. In that space is our power to choose our response. In our response lies our growth and our freedom,” illuminates the light side of the change space. This quote emphasizes our ability to consciously choose our response to change. In this space, we discover our agency and the opportunity to shape our destinies.
We need to recognize two key points: 1) in the fashion of Yin/Yang principle in Dao philosophy, both the light and shadow sides are natural parts of the process; neither is better than the other, and each can transform into the other; 2) our aim is to lean more into the light side by enabling dynamic transformation. For further philosophical insights on this topic, please refer to my previous post, “The Continuum of Change: Integrating Polarity and Binary.”
The “Line Dance” in Conscious Leadership
I recently completed the “Transforming Teams” professional development course with the Coaches Rising group, which is based on the seminal leadership book 15 Commitments of Conscious Leadership and taught by one of its authors, Jim Dethmer. I found myself deeply resonating with the many concepts and tools presented in the course. Notably, the concepts of “above the line,” “below the line,” and the “drift/shift model” are pivotal in deepening our understanding of adaptive space and Yin/Yang.
When individuals operate “above the line/Yang,” they are open, curious, and committed to learning. Conversely, being “below the line/Yin” indicates a state of defensiveness, closed-mindedness, and a need to be right. Teams can avoid drama when every member commits to relating to each other from above the line.
It’s important to note that we are not placing a value judgment on being above the line as better or more important than being below the line, just as Yang is not better than Yin as in Daoist philosophy. Both states are natural parts of the human condition. The book acknowledges that “From our perspective, 95% of all leaders (and people) spend 98% of their time in that state (of below the line).” The challenge is not that at any given moment we are below the line, but being stuck there without the ability to shift from below to above the line.
The Drift/Shift Model illustrates the natural tendency to drift from above to below the line. Leaders will inevitably fall below the line into a reactive and defensive mindset. The key is to recognize this drift and consciously shift back above the line, embracing openness, learning, and curiosity. From this perspective, the ability to shift is closely tied to leadership effectiveness. The Conscious Leadership model offers four guiding questions for managing the drift/shift process:
- Where are you? (Above or below the line?)
- Can you accept yourself for being just where you are?
- Are you willing to shift?
- How will you shift?
This process helps leaders remain aware of their mental and emotional states and fosters a practice of shifting towards more conscious and effective leadership. It truly is a “line dance”!
The “Line Dance” in Adaptive Space
To set up the dance, let’s first define the structure of the dance floor: the light and shadow sides of both change and stability. The light/Yang side of change represents new possibilities, while its shadow/Yin side involves the risks of the unknown. Conversely, the light/Yang side of stability reflects core practices that have proven effective, while its shadow/Yin side involves outdated traditions that fail to adapt to new realities.
In fashion of the conscious leadership framework, the light side of both change and stability is “above the line,” while the shadow side of both is “below the line.” This gives us four quadrants, illustrated in the simple two-by-two graph on the left and further depicted by the two stacked Yin/Yang symbols on the right. The left image provides simplicity, while the right image emphasizes the potential for fluid transformation among the four quadrants, aligning with the concept of polarity rather than binary distinctions, as discussed in my previous post, “The Continuum of Change: Integrating Polarity and Binary.”
Building on conscious leadership principles, my working definition of “adaptive spaces” is that everyone on the team commits to relating to each other from an above-the-line perspective for both change and stability. This is when the forces for change/Yang and stability/Yang are working together to co-create a better future.
“Adaptive space” contrasts with “drama space”. Drama occurs when team members advocating for change only see the shadow side of stability and criticize those supporting stability as “out of touch” or “stagnant.” Conversely, drama also arises when those supporting stability view change only through its shadow side and blame advocates of change for leading the organization into unknown risks without evidence of success. Drama can also manifest when both change and stability are mired in their shadow sides, creating a dystopian environment.
Continuing with the framework from conscious leadership, effective leadership involves the “drift/shift” process, gracefully navigating between being above and below the line. Leaders will inevitably drift below the line into a reactive and defensive mindset, regardless of whether they are advocating for change or stability. The key is to recognize this drift and consciously shift back above the line. Adaptive spaces thrive when leaders interact from this above-the-line perspective, characterized by presence, thriving, security, and trust, rather than being triggered, defensive, and protective.
The following quotes illustrate various scenarios of this dynamic dance:
“It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful.” — Alan Cohen
“All change is loss, and all loss requires mourning.” — Harry Levinson, Psychologist of the Workplace
“People do not resist change, per se. People resist loss. You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear. Although you may see with clarity and passion a promising future of progress and gain, people will see with equal passion the losses you are asking them to sustain.” — Ronald A. Heifetz, Leadership Without Easy Answers
Harry Levinson’s quote, “all change is loss,” highlights the shadow side of change. Conversely, Alan Cohen’s reference to things that are “no longer meaningful” addresses the shadow side of stability. Cohen also speaks to the light side of stability with the “familiar and seemingly secure,” while Ronald Heifetz’s mention of “a promising future of progress and gain” underscores the light side of change. The light and shadow sides always coexist, just as Yin and Yang always “live in the same house”.
Shadow is a necessary condition in life, much like night. The shadow side prefers to remain hidden, but when we shed the light of awareness on it, we diminish its power and create the possibility for transformation into light. It’s important to note that the distinction between “light” and “shadow” is not always clear. In other words, the line in this “line dance” is fuzzy and fluid, open to individual interpretation and shifting with context. Regardless of its shape, the intersection where light meets shadow is the most dynamic and information-rich place, much like dawn and dusk when night and day transition into each other. This “line” or “state” is a high-leverage area for leadership attention.
Conclusion
Navigating change and stability goes beyond mere understanding; it requires active engagement with both their light and shadow sides. Embracing the duality of change and stability through adaptive space and Yin/Yang helps us turn challenges into growth opportunities.
Conscious leadership’s concepts of “above the line” and “below the line,” along with the Drift/Shift Model, offer essential tools for complexity leadership. They teach us that effective leadership is about leaning into, not resisting, the shadow side of change or stability. By committing to above-the-line interactions and fostering adaptive spaces, we create environments where both individuals and organizations can thrive.
As we continue this journey, let’s remember that the dance between change and stability is ongoing. Each step provides a chance to refine our approach and deepen our understanding. Integrating these insights into our leadership practices enhances our effectiveness and fosters a more adaptive world.
