A group is working on a business challenge. The group members are under pressure. They have a lot to accomplish and a limited amount of time. After first attempting to develop an overview of their common task, they try to make a plan to ensure an efficient group process. The planning is proving difficult. Weve all been there. We are in a working group or at a meeting, discussing a topic or a challenge, and all the while, as a separate track running underneath our conversation, there is a subtext that no one explicitly addresses. This is an example of the elephant in the room. Most of us notice the elephant, it gets in the way, and its difficult to deal with until someone points at it and says, There it is, lets take a look at it and reduce its impact.
With an engaging use of examples and questions, the book addresses how we can best deal with the elephant and thus promote job satisfaction, creativity, and productivity. In the context of action, what we notice often recedes into the background and gradually slips out of focus until we eventually reconnect with our need to reflect and recreate a space for it. This book addresses the challenge of focusing on, holding on to, and acting on what we notice in the middle of it all. Maintaining a simultaneous focus on task and process what we do and what we notice is what I define as double awareness. Double awareness is not only a core capacity but also a core challenge.
The aim of the book is to promote understanding and awareness of this core challenge and to inspire both reflection and action in anyone wishing to improve their capacity for double awareness. How can we define and understand the practice of mindful avoidance? And can we, as members of groups and organizations, begin to practice mindful action by engaging in and acting on what we notice, in real time?
Introduction
Readers Guide
Theme 1: Double Awareness
Chapter 1: What is double awareness?
Chapter 2: Being mindful of what is above and below the surface
Chapter 3: Difficult feelings, negative capability and defenses
Chapter 4: The practice and consequences of mindful avoidance
Chapter 5: Emotions as disturbance and loss of control
Chapter 6: Not-knowing as a competence
Theme 2: Mindful Action
Chapter 7: Truth
Chapter 8: Transparency
Chapter 9: Trust
Theme 3: From Avoidance to Commitment
Chapter 10: Identifying and avoiding mindful avoidance
Chapter 11: Mobilizing the three Ts
Chapter 12: Consequences for leadership and organizational development
Final reflections
Your own reflections
Lotte Svalgaard holds a Phd and a MSc in Business Psychology. Her research investigates how individuals can be awake and aware, show up and engage with challenges outside of their comfort zone. Her writing has appeared in Management Learning, Action Learning Research & Practice, Socioanalysis and SAGE Research Method Cases. Her passion, to contribute to create more passionate and mindful organizations, makes up the platform for her work, her research and her authorships.
She is a global leadership development professional with extensive experience within group dynamics, experiential leadership development, and organizational consultancy. I is currently a senior leadership consultant and executive coach at INSEAD, consulting and coaching on senior executive leadership programs across multiple industries around the world. Besides her work at INSEAD, she is a senior partner in Action Lab, where she designs and implements business driven action learning programs for global companies. Since 2001, she has been an associated professor, lecturer and supervisor at the Master of Psychology in Organisations at Roskilde University, Denmark.
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