The Edge

The space between our primary and secondary processes, Process Work calls the Edge. The edge is the invisible boundary between that which is known and that which wants to emerge. Arnold Mindell makes an important point that sometimes we confuse edges with negative feedback. The difference he explains,

“...between negative feedback and an edge is that the edge has more energy The person is truly split; one part wants to go into the new territory, but the other part is a bit frightened. At the edge we get confused, distracted, nervous, and jumpy.” (2002, p. 107)

He tells us that all of us think that “...when we get to the edge of the known world we will surely fall off.” The gift that awaits us however is that at the “...edge, things transform and new worlds open up.” (2002, p. 11) Yet, when we get to an edge, another challenge presents itself to us.

At the edge, live edge figures. The edge figure is like a troll. In one famous children’s story, called The Three Billy Goats Gruff, the troll is the scary creature who lives under the bridge and stops us from crossing from one side to the other.

Edge Figures

Edge figures represent all the beliefs, values, attitudes and structures that aim to keep us in our usual way of being. Edge figures often come in the form of internal voices that speak to us convincing us to stay in our primary process.

To help explain primary process, edges and edge figures, let me give you a few examples. First I will state the primary process. of disturbers and attractors that might show up to help someone identify more with their secondary process and to help them become bigger than they are. I will then outline possible edges and edge figures that might appear to keep them in their primary process:

EXAMPLE #1: Senior Female Executive

•Primary Process: She is shy and introverted. In her role as a leader, she is required to be highly related to others. This part of her role causes her a lot of stress and anxiety. Her preference is to be more internal and less related.

•Disturber: She gets feedback that people feel she is invisible and that she doesn’t understand them. Staff want her to be more approachable —get out of her executive suite, wander the floors, talk to them, find out what they think and feel first hand.

•Edge: She has an edge to communicate with strangers extemporaneously. She feels she is not good at making small talk with people she doesn’t know—she doesn’t know what to say and feels very awkward. Just imagining doing it makes her feel sick inside.

•THE EDGE FIGURE SAYS TO HER: Don’t do it! If you open your mouth and really talk to people you are going to make a fool of yourself.  People won’t respect you. Send out a survey. You will hear their voices that way. There is no need to wander the floors!

•Secondary Process: She is less identified with or marginalizes the part of her that is gregarious, outgoing and social. It is a stretch to access this part of herself.

EXAMPLE #2: Full-Time Employee- Wants to Buy an I-Phone

•Primary Process: Sam identifies with getting what he wants when he wants it.

•Disturber: Sam’s job is at risk because of the crisis; his bonus was cut in half. He needs to practice restraint.

•Edge: Sam has an edge to postpone instant gratification--to be analytical, rational and detached when it comes to his own wants and needs.

•The Edge Figure says: These frugal times, blab, bla, bla. You are fine. You have enough money. And anyways, the I-phone will save you time and money in the end. You won’t have to carry your laptop anymore. You can cut back on other things. Buying this is not only a good decision. You need it!

•Secondary Process: Sam marginalizes the sensible, rational part of himself—the long-term planner.

EXAMPLE #3: Subordinate Manager

•Primary Process: Naoko identifies with being a dependable, loyal, knowledgeable expert in her field. She also sees herself as having a mild-mannered, non-confrontive leadership style. She is most comfortable being in the background and influencing behind the scenes. She doesn’t like being in the spot light.

•Disturber: Senior Management is making bad decisions about important things that have a significant impact on people and systems throughout the organization. They don’t have all the facts and they repeatedly make decisions without involving key stakeholders lower in the organization. Naoko is furious and trusts them less and less. She wants to say something.

•Edge: She has an edge to step into her authority fully, to speak up and take a firm position on issues she is passionate about at work.

•Edge Figures says to her: Let others represent the stronger, passionate, direct voice. That is not you. Management probably won’t hear you anyways—even your strongest voice will be a bit too mild for them. That is just who you are. Why create unnecessary stress for yourself.

•Secondary Process: Naoko marginalizes her authority and ability to influence those higher up than her when she feels issues should be challenged.

Sometimes it is really wise to listen to our edge figures. They have important messages for us. If the disturber or attractor remains strong over time, we will eventually get to a point where the desire for change is stronger than any of our edge figures and we overrule them and cross our edges to the mysterious, unknown side, that is wanting to emerge. As Pat Schneider reminds us, when we are ready, the guards will fall.

More on Edge Behavior

In an effort to move fluidly between the role of a leader and the role of an elder, we need to increase our awareness and knowledge of how to identify edges and edge behavior both in ourselves and in others.

Julie Diamond and Caroline Spark in A Path Made by Walking outline more details about edge behavior.  Edge behavior, is behavior that indicates we have an edge to something. Often in our daily interactions and in our interpersonal relationships at work and elsewhere, we experience getting “stuck” and don’t know how to get unstuck. It is important to develop awareness both in ourselves and in others when we are at an edge. If we recognize we are at an edge and understand what the edge is about, we can choose to go over it or to stay where we are. That awareness and choice alone can help remedy some conflicts. Some behaviors that indicate we are at an edge include:

•Embarrassed laughter, giggling, sweating, fidgeting

•Energy drops: boredom, dissociation, spaciness, withdrawal

•Energy comes up suddenly, in a big outburst

•Incomplete sentences

•Repeating information or missing information

•Unexplained information:

oBelief systems or value systems stated without comment

oPhysical symptoms or reactions

•Leader’s or Facilitator’s experience

oLosing track of the conversation, getting lost

oNervousness, discomfort, embarrassment

oNot knowing what to do next

oFeeling identified with one outcome or part

oFeeling pressured to get somewhere

(2004, p129)