Well before finishing the conclusion of this book, I concluded that Timothy Butler is both a relentless empiricist (i.e. being keenly observant of human experience, especially his own) and a relentless pragmatist (i.e. leveraging this experience to apply lessons learned in terms of what works...and what doesn't). In the Introduction he focuses on the six phases "The Cycle of Impasse." I now quote from the text: the "arrival of the [given] crisis and impasse, its deepening and the attendant re-emergence of unresolved issues, the dropping of old assumptions and the opening up to new information, the shift to a new way of understanding our situation, the greater recognition of deep patterns of our personality, [and finally] the decision to take concrete action." Having carefully presented the "what," Butler then focuses on the "how" of "getting unstuck."
It is important to keep in mind that as Butler duly acknowledges, crises vary (sometimes significantly) in terms of their relative importance; also, impasses also vary in terms of their nature and extent; moreover, "getting unstuck" from one crisis does not mean that it will never recur; in addition, most people find themselves struggling to cope with more than one crisis at a time; finally, and obviously, its is highly advisable to prevent a crisis, if at all possible, and thus eliminate the need to get "unstuck" from one.
The subtitle suggests another interesting aspect of this book's appeal: "How Dead Ends Become New Paths." I am among those who believe that every problem and, especially, every failure offers an invaluable learning opportunity. Long ago, Jack Dempsey suggested that "champions get up when they can't." More recently Warren Bennis and Robert Thomas, in Geeks and Geezers and then in Leading for a Lifetime, assert that most (if not all) great leaders - at one time - experienced a "crucible" which forged qualities of character they would not otherwise develop. In Authentic Leadership and then in True North, Bill George makes essentially the same point. With all due respect to Yogi Berra (reputed to have suggested that "When you get to a fork in the road, take it"), what seem to be "dead ends" can become "new paths" if - huge if -- we can summon the courage and sustain the determination to take "concrete action."
To this last point, Butler insists - and I agree - that "our olives do not change without action. The impasse crisis has its resolution in a decision to make specific choices that change our day-to-day reality. ..Know what the action needs to be, and actually performing it, is what seals the cycle of learning and change and allows us to move forward."
I commend Butler for providing three valuable appendices: "Continuing the Journey" (an annotated bibliography), "A Note on Impasse and Depression" (differences between symptoms of clinical depression and symptoms at impasse), and "Scoring the One Hundred Jobs Exercise" (a self-diagnostic to accompany an exercise in Chapter 4). All of those who read this book find themselves "stuck" from time to time. On occasion, the "impasse" is minor and only temporary (e.g. missing several days at work because of having the flu). On other occasions, the situation is much more serious and seems hopeless, or at least daunting (e.g. an extended period of unemployment as bills pile up). Butler seems genuinely determined to help his readers cope effectively with all manner of crises, especially those which may seem hopeless. Obviously, it remains for each reader to determine the value of this book to her or his own circumstances. I do presume to suggest that among its many benefits, it can help anyone - as an ancient prayer requests -to recognize what can be changed, to accept what can't, and have the wisdom to know the difference.
Well before finishing the conclusion of this book, I concluded that Timothy Butler is both a relentless empiricist (i.e. being keenly observant of human experience, especially his own) and a relentless pragmatist (i.e. leveraging this experience to apply lessons learned in terms of what works...and what doesn't). In the Introduction he focuses on the six phases of "The Cycle of Impasse." I now quote from the text: the "arrival of the [given] crisis and impasse, its deepening and the attendant re-emergence of unresolved issues, the dropping of old assumptions and the opening up to new information, the shift to a new way of understanding our situation, the greater recognition of deep patterns of our personality, [and finally] the decision to take concrete action." Having carefully presented the "what," Butler then focuses on the "how" of "getting unstuck."
It is important to keep in mind that as Butler duly acknowledges, crises vary (sometimes significantly) in terms of their relative importance; also, impasses also vary in terms of their nature and extent; moreover, "getting unstuck" from one crisis does not mean that it will never recur; in addition, most people find themselves struggling to cope with more than one crisis at a time; finally, and obviously, its is highly advisable to prevent a crisis, if at all possible, and thus eliminate the need to get "unstuck" from one.
The subtitle suggests another interesting aspect of this book's appeal: "How Dead Ends Become New Paths." I am among those who believe that every problem and, especially, every failure offers an invaluable learning opportunity. Long ago, Jack Dempsey suggested that "champions get up when they can't." More recently Warren Bennis and Robert Thomas, in Geeks and Geezers and then in Leading for a Lifetime, assert that most (if not all) great leaders - at one time - experienced a "crucible" which forged qualities of character they would not otherwise develop. In Authentic Leadership and then in True North, Bill George makes essentially the same point. With all due respect to Yogi Berra (reputed to have suggested that "When you get to a fork in the road, take it"), what seem to be "dead ends" can become "new paths" if - huge if -- we can summon the courage and sustain the determination to take "concrete action."
To this last point, Butler insists - and I agree - that "our olives do not change without action. The impasse crisis has its resolution in a decision to make specific choices that change our day-to-day reality. ..Know what the action needs to be, and actually performing it, is what seals the cycle of learning and change and allows us to move forward."
I commend Butler for providing three valuable appendices: "Continuing the Journey" (an annotated bibliography), "A Note on Impasse and Depression" (differences between symptoms of clinical depression and symptoms at impasse), and "Scoring the One Hundred Jobs Exercise" (a self-diagnostic to accompany an exercise in Chapter 4). All of those who read this book find themselves "stuck" from time to time. On occasion, the "impasse" is minor and only temporary (e.g. missing several days at work because of having the flu). On other occasions, the situation is much more serious and seems hopeless, or at least daunting (e.g. an extended period of unemployment as bills pile up). Butler seems genuinely determined to help his readers cope effectively with all manner of crises, especially those which may seem hopeless. Obviously, it remains for each reader to determine the value of this book to her or his own circumstances. I do presume to suggest that among its many benefits, it can help anyone - as an ancient prayer requests -to recognize what can be changed, to accept what can't, and have the wisdom to know the difference.
