In my last post I shared the dysfunctional relationship pattern between leaders and direct reports as part of what author Barry Oshry describes as “Dance of the Blind Reflex” in his book Seeing Systems: Unlocking the Mysteries of Organizational Life.
Continuing this theme, another primary dance we may find our clients in is between someone who may be the middle person in a situation who is torn between two end people—for example, a manager who is in the middle between someone on their team and a senior leader.
This challenging relationship can be made even more complex when there happen to be multiple people at each end. Individuals or parties at the ends have their own agenda and will look to a common party—the middle person—to help support their cause by influencing the other end or ends.
If you are a coach, this scenario may sound quite familiar. Managers often…
View original post 412 more words