Working Together

Peter Wohlleben writes in The Hidden Life of Trees, "Why are trees such social beings? Why do they share food with their own species and sometimes even go so far as to nourish their competitors? The reasons are the same as for human communities: there are advantages to working together. A tree is not a forest. On its own, a tree cannot establish a consistent local climate. It is at the mercy of wind and weather. But together, many trees create an ecosystem that moderates extremes of heat and cold, stores a great deal of water, and generates a great deal of humidity. And in this protected environment, trees can live to be very old. To get to this point, the community must remain intact. If every tree were looking out only for itself, then quite a few of them would never reach old age. Regular fatalities would result in many large gaps in the tree canopy, which would make it easier for storms to get inside the forest and uproot more trees. The heat of summer would reach the forest floor and dry it out. Every tree would suffer. Every tree, therefore, is valuable to the community. . . . "

Humans, as noted, are evolved to live, work, and play in community. The structures for belonging can be skillfully learned and applied so that employees are engaged, responsible, and accountable -- where they bring out their best for themselves and others. This is the kind of workplace that leaders must cultivate in times of volatile change and uncertainty. It's also the kind of workplace where people want to work. The Enneagram helps make this level of conscious collaboration explicit within the interwoven social dimensions of people lives, teams, networks, and communities.



Kathy Jankowski helps people and communities flourish through attention training, breathwork, cultivating
soft skills, and applying the Enneagram. Kathy integrates evidence-based practices for stress management, trauma resolution, and resilience into innovative workshops, transformational coaching, and sustainable organizational development.


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