The Wild Within: A Conversation with Environmental Scientist Dr. Kathleen McNary

In this dialogue, RPL’s Robert and Rowan sit down with environmental scientist Dr. Kathleen McNary, whose doctoral research at California Institute of Integral Studies (CIIS) reimagined what it means to restore the natural world—and ourselves. From a suburban yard in Asheville, North Carolina to the estuaries of the Turks and Caicos Islands, Kathleen’s journey through “rewilding” challenges the deepest assumptions of Western culture about our place in nature.

Robert: Kathleen, welcome—we really appreciate your time today. I’d like to start by having you introduce yourself: tell us a little about what you do for a career, and then give us a snapshot of your academic research.

Kathleen: I work as an environmental scientist. My primary work involves terrestrial research for tropical and subtropical environments—mostly predicting the environmental impact of various activities that humans tend to engage in.

My academic research, which I recently completed at CIIS, focused on a way to rescript conservation practices, specifically ecological restoration. With hundreds of years of people studying the environment and trying to repair it or stop the trajectory of ecological loss, the methods we’ve used have basically proven to be pretty futile. So I tried to come up with a new way of working with the environment rather than studying on it—to treat the environment as a sentient entity, a co-researcher and co-participant in the restoration process.

Through that, I also worked on reclaiming a more authentic aspect of myself. And from a strictly conventional scientific perspective, the health of my ecological community and my own personal health increased vastly over the year I undertook this research—and it’s stayed that way. It wasn’t a one-off.

Robert: That really answered my question—this is just so exciting. So maybe describe a little about what rewilding is. We have an audience here that, ostensibly, has never heard the term at all. How would you describe it to someone who says, “Geez, this sounds interesting—what is rewilding?”

Kathleen: That’s a great question, because it’s a term used by a lot of different interest groups. It’s been passed around in conservation circles since the 1990s. Ecologically, it refers to facilitating the environment through introducing keystone species—the most famous example being the reintroduction of wolves into Yellowstone, which produced these trophic cascades of beneficial effects.

So traditionally, it means working with land and, as the human participant, helping land get what it needs to restore itself. All ecological rewilding is premised on the idea that Earth has 4.5 billion years of evolutionary intelligence and knows better than we do how to heal itself.

But the term has also come to describe how people tear away the cultural constructions they’ve accumulated over a lifetime to get to their true self—their real reason for being here. A big part of our problem is that Western culture in particular sees itself as separate from the natural world, exceptional within it, and superior to it.

Part of rewilding the self is getting rid of all that nonsense, because none of it is true. We can’t rewild the planet until we rewild ourselves.

Beginning of Rewilding Project

Robert: That’s really helpful—I love how you painted that scene. So let’s explore your scene, starting with your land. Tell us what you saw happen during that year, and what you’re still seeing now. And to help timestamp this, let us know when your year-long project took place, so we can orient ourselves to how much time has elapsed.

Kathleen: I started the rewilding project in spring 2022 and ran it officially for a year for my dissertation. In the beginning, the land was a pretty typical suburban yard—about two and a half acres, mostly clear-cut, with a house over 100 years old. There were a couple of really old trees that, for whatever reason, hadn’t been cut when the rest of the land was ravaged—those sentient sentinels were still there. My initial ecological assessment found it was about 50% alien invasive species and 50% native species.

By the time the year wrapped up, I had gained roughly 33% more plants. The percentage of invasive species was down several percent, and the bird population had almost doubled. New creatures moved in—foxes, a least weasel, black snakes. All of this happened as soon as I stopped trying to control things like a human landowner. It took me a while to relinquish that control, even leaving the non-native species there just to see how the land would respond. And the land responded by trying to reset balance—the native plants started crowding out the non-native ones. There’s no finish line. Everything is always moving toward more complexity and abundance.

One of my kids lives there now, and they’re having what I’d call “rewilding discomforts.” They planted a big vegetable garden and didn’t protect it, and the deer came in and ravaged all the Brassicas. There are four groundhogs living there now, and they’re voracious. It was upsetting for a while, but now my kid is realizing, “I’ve got to share this space with them and figure out a way we can all live here together.”

Humans create what they perceive to be safe spaces they can control—but that’s a delusion. Once you let go of the notion that you control anything except your own body and self, you become more comfortable with things that aren’t ideal. The deer will eat your vegetables if you don’t protect them—but it means you get to live with deer, which is a lot nicer than living without them. For a little extra work or inconvenience, we forfeit so much richness in our lives.

Robert: That’s a nice segue into looking at yourself. You talked about changes in your own mental health and how that has continued. Highlight some examples of what you experienced during the project—and whether there have been any new developments in these last few years that surprised you.

Kathleen: Let’s start with the basics of me. When I started, I had slightly elevated blood pressure and blood sugar, and a long history of chronic depression and anxiety—I’d intermittently taken Prozac throughout my adult life. The stripping-away process was not pleasant. I had to confront a lot of things I’d hidden from myself, including in my 35-year marriage, which ended during the year of rewilding. But when I came through the other side, I’d reached an optimal BMI, no longer needed antidepressants, and haven’t had clinical depression since. I have so much more energy—I just came back from an hour-long swim I thought would only be 30 minutes.

All the lessons came from just sitting back, observing, and listening. When I stripped away the noise from Western culture, it was so much easier to hear what felt real. It got to the point where going inside the house felt like entering something artificial. Outside, I felt alive.

Robert: A friend who read your dissertation said he wouldn’t believe any of it if he didn’t know you—because of all the things that happened with the animals. The owls especially stand out. Can you share that?

Kathleen: I’d never seen an owl near the land where I lived. But that autumn, when my marriage and everything was falling apart, an owl followed me home from an evening walk and set up residence at my house. Everywhere I’d go, the owls would come out and talk to me. I was dreaming about owls. The owl is a big symbol of death and rebirth. At that point, I’d still been clinging to the idea that my marriage was rescuable—and the owl was basically saying, “No, this is done. You need to rebirth yourself.” That kind of synchronicity was happening all the time once I started paying attention.

Rewilding Project in Process

Robert: You just said something I find really interesting: paying attention. In our business development world, Rowan and I work in marketing and fundraising, and it’s go, go, go—on to the next thing. What would you say to someone in our world, or out in the world, who’s intrigued by this but won’t have the chance to do a year-long project? What pearls of wisdom can you offer for them to meaningfully pay attention and rewild themselves?

Kathleen: You hit the nail on the head when you talked about not having the time, energy, or space. The capitalist Western system survives because that’s the lifestyle—if people realized they didn’t need all the crap and didn’t have to work so hard to get it, that wouldn’t be good for capitalism. The most radical thing a person can do is carve out that time, even just five minutes a day, where you find some non-human being and just sit, be there with no expectations, and create a relationship.

But there also needs to be reciprocity. A lot of the rewilding psychology books are all about what nature can do for humans—not what humans must do for nature. So do something positive: plant seeds on your balcony that attract pollinators, even something that simple. Once you start, it snowballs and cascades, and you feel really alive for the first time in a long time. Then you realize you don’t need all the things culture has told you that you need to be happy.

Robert: I’m on social media myself, and I really am myself there—you’ll see me looking out at the mountains, exploring nature. Sometimes thousands of people discover that, and folks message me to say it sparked something in them. So maybe there’s a way for you to find that balance, too. My last question: now that you have some space, nearly four years—I can’t believe it’s already been that long—is there something that genuinely surprised you about the research, the experience, or yourself? Something you sit with now and think, “I really didn’t expect this?”

Kathleen: There’s so much I could respond with. But I’d say this: even though I intellectualized that we’re all one, that we’re part of a great cosmic consciousness, I didn’t expect that I would ever be able to be content in the world. At my core, I never thought that was possible for me. But it is, and I am. Everything I thought mattered does not matter. I really know what matters now, and it’s community in all its forms—human and more-than-human. Nothing else matters if you have that. If you have that, you have everything you need.

Robert: That is super powerful, and this has been extraordinary. I feel energized and inspired. Rowan, I’d love for you to share your thoughts, too—this is the first time you’ve really been introduced to Kathleen’s work. What are you thinking and feeling?

Rowan: Thank you, Kathleen—that was incredibly cool to hear. It’s really inspiring, because like Robert said, in our line of work, it’s just go, go, go, with not a lot of time to reflect or stop. That’s one of the things Robert and I have in common: we both question that approach to life, because I don’t think it’s how we really want to be living. And your last comment about finding a way to be content—and that being part of community—really struck me. I’m going to be thinking about that all day. It gives me hope. And it’s just cool to hear someone ask, “What does matter?”—because I think we spend a lot of life focusing on the wrong things.

Kathleen: And I have to pull myself back, too. It’s easy to get wrapped up—I still have to work and support myself, and I get stressed. Yesterday was a holiday here, the King’s birthday, and it was so hot. A friend invited me to spend time in their pool, and my knee-jerk reaction was, “No, I have to finish this work.” But I was so hot that my body basically drove me there—it said, “We’re not sitting in this sweat box any longer.” And we had such a good time, doing nothing but enjoying each other’s company. I thought, Why am I resisting this? You can’t just get rid of all that programming. It’s constant work, a work in progress with no end. But it’s good to just get on the path.

Rowan: That’s another example of the pull of community. That’s something I think about a lot, too.

View from Kathleen’s home on Turks and Caicos Islands

Robert: For the record, Kathleen, can you tell us where you are now? It sounds like you’re not in North Carolina anymore.

Kathleen: I’m in the Turks and Caicos Islands—I’m a dual citizen, and most of my work is here because of the tropical terrestrial ecology. I live on an estuary with a canal cut into it that’s a couple of miles long, so I can swim all the way up to the ocean and back. This morning I saw a hawksbill turtle just sitting on the bottom of the canal. He looked up at me as I passed but didn’t startle. It was so great. The land I rewilded is in Asheville, North Carolina—we only carved out a little spot here and left everything else exactly as it was. It’s wild, full of wildlife and plant life. It’s amazing.

Robert: Kathleen, thank you so much for your time and for sharing all of this so openly—it’s been a genuine gift. I really hope this is just the beginning and that we get the chance to pick up this conversation again down the road. There’s clearly so much more to explore together.

To learn more about Kathleen or her work, visit https://www.yearofrewilding.com.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Are you ready for a NEW STORY?

Making Space: A Framework for Narrative Coherence

I have spent nearly twenty years working with mission-driven leaders who know their work matters but struggle to explain why it matters in ways that move people. They have the right values. They have compelling programs. They have data that proves impact. But somewhere between intention and expression, something gets lost.

The problem is not about finding better words. It is about something deeper that I have come to call spatial blindness.


The Problem: When Narrative Coherence Collapses

Leaders and organizations lose narrative coherence not because they lack communication skills. They lose it because something in the space has shifted and has not been named. The space I am talking about operates on three levels: the stories you carry about yourself, the stories you build with others, and the larger field of culture and systems you operate within.

When these spaces change without acknowledgment, your narrative starts to fracture. You say one thing in a board meeting and another thing in a grant proposal. Your team members describe the same program in fundamentally different ways. Your mission statement feels hollow even though every word is technically accurate.

Harvard research identifies these as narrative contradictions: statements that are individually accurate yet collectively conflicting, emerging from organizational complexity and fragmented accountability.

Surface-level story fixes do not work because the relational space has not been addressed. You can hire a consultant to polish your messaging. You can workshop your elevator pitch. You can redesign your website. But if the underlying spatial dynamics remain unexamined, the incoherence returns.

  • Notice where your narrative fractures across audiences.
  • Name the spatial shift before reaching for a messaging fix.
  • Treat returning incoherence as a signal, not a setback.

The Framework: Space as Metaphor

I developed a framework called Spaciology to address this problem. It treats space not as empty container but as active participant in how meaning emerges and how narratives hold together.

The framework operates across three dimensions:

Internal Space refers to the stories you carry about yourself. Your assumptions about leadership. Your relationship to authority. The narratives you inherited about what success looks like or what your role should be. This space shapes what you notice and what you ignore.

Shared Space refers to the relational field you create with others. How you listen. How you hold difference. How you navigate conflict. How internal spaces interact, intersect, or resist each other. This is where organizational culture actually lives, beneath the stated values.

Ecological Space refers to the larger systems and contexts you operate within. Funding structures. Political climates. Historical patterns. Cultural memory. The field that shapes what is possible and what is thinkable in any given moment.

Within each dimension, you make three moves: making space (creating conditions for something new to emerge), mapping space (understanding the terrain you are actually in), and maintaining space (sustaining the conditions over time).

This is not a step-by-step method. It is a way of seeing that changes how you approach narrative work entirely.

  • Identify which dimension is most active right now.
  • Choose whether the moment calls for making, mapping, or maintaining.
  • Resist collapsing all three dimensions into one quick fix.

The Process: EcoDialogues

I translate this framework into practice through a methodology called EcoDialogues. It works as both individual coaching and organizational facilitation, structured across three sessions that correspond to the three spatial dimensions.


Session One: Internal Space

We begin with guided questions designed to surface the stories you carry without forcing premature articulation. I ask you to notice what emerges when you sit with a question rather than rushing to answer it. We work with somatic awareness because your body often knows things before your conscious mind catches up.

The practice here is Active Receptivity. You learn to receive what arises without immediately categorizing it as good or bad, right or wrong. David Bohm argued that dialogue aims at changing the way thought occurs collectively, and that we have paid attention to content but not to process. This session focuses on process.

In coaching contexts, this looks like one-on-one inquiry into your leadership identity and the narratives shaping your decisions. In workshop contexts, this becomes individual reflection time before any group dialogue begins.

  • Sit with a question before answering it.
  • Track somatic signals alongside cognitive responses.
  • Suspend judgment long enough for honest material to surface.

Session Two: Shared Space

We move into relational dialogue. Not debate. Not consensus-building. Not problem-solving. Just witnessing how different internal spaces show up in relation to each other.

You learn to hold your perspective while genuinely encountering someone else’s. You notice where alignment exists and where resistance appears. You practice staying present when discomfort arises, rather than smoothing it over or forcing a resolution.

This is where organizational narrative work gets real. Teams discover they have been using the same words to mean fundamentally different things. Board members realize their strategic disagreements are actually rooted in unspoken assumptions about the organization’s purpose.

The practice here is learning to map the relational field without trying to fix it prematurely. Sometimes the most important work is simply naming what is actually happening.

  • Map the relational field before trying to change it.
  • Name shared vocabulary that hides divergent meaning.
  • Stay present through discomfort instead of resolving it prematurely.

Session Three: The Field

We zoom out to the ecological level. What systemic patterns are shaping this conversation? What cultural narratives are operating beneath the surface? What historical dynamics are influencing what feels possible right now?

This session involves mapping organizational culture, examining collective memory, and identifying the larger forces at play. Robin Wall Kimmerer teaches that restoration is relational, requiring us to restore relationships rather than just fix technical problems. This applies to organizations as much as ecosystems.

The practice here is Accountability Over Accuracy. You stop trying to get the story perfectly right and start asking what this narrative is accountable to. Who does it serve? What does it make possible? What does it foreclose?

In coaching, this becomes examining how your individual narrative fits within larger systems of power and culture. In workshops, this becomes strategic alignment work grounded in honest assessment of the field you operate within.

  • Identify the systemic forces shaping what feels possible.
  • Ask who the narrative is accountable to, not just whether it is correct.
  • Examine what your story makes possible and what it forecloses.

What Emerges

I hold four outcomes loosely, knowing coherence looks different for each person and organization:

Perspective Transformation. Jack Mezirow defined this as becoming aware that you are caught in your own history and reliving it, leading to structural change in how you see yourself and your relationships. This is not about getting new information. It is about fundamentally shifting the frame through which you interpret experience.

Relational and Collective Intelligence. You develop capacity to navigate complexity with others rather than trying to resolve it alone. You learn to work with difference instead of eliminating it. You build organizational cultures where coherence emerges from genuine dialogue rather than imposed messaging.

Space-Making Competencies. You get better at creating conditions for meaningful conversation. You learn to hold space for discomfort without rushing to resolution. You develop skill in mapping the terrain before trying to change it.

Ongoing Practice. This is not a one-time intervention. Each engagement feeds a growing framework. You become a practitioner of this approach rather than just a participant in a workshop. The work continues beyond our formal sessions.

  • Treat coherence as an emergent property, not a deliverable.
  • Build capacity to work with difference instead of eliminating it.
  • Continue the practice beyond the formal engagement.

Working with Me

I offer two tracks:

Coaching is for individuals navigating transitions, complexity, identity questions, or leadership reimagination. We use EcoDialogues as the container for personal narrative work grounded in spatial awareness. This is for you if you know something needs to shift but you cannot quite name what it is yet.

Workshops are for teams, boards, and organizations needing strategic alignment, narrative coherence, culture work, campaign readiness, or leadership clarity. We use EcoDialogues as facilitated organizational dialogue. This is for you if your organization keeps having the same conversation without resolution or if your team uses the same language to mean different things.

I am Robert Levey. I hold a PhD and MBA. I serve as senior faculty at UNH College of Professional Studies and as Executive Director of UYM Charities. I founded RPL to specialize in narrative strategy for mission-driven organizations. I have spent nearly twenty years learning how meaning moves through systems and how to help leaders work with that movement rather than against it.

If this resonates, reach me at robert@exponentialsquared.com or 603-369-1046.


Grounding

This framework draws from multiple traditions of inquiry:

David Bohm on dialogue as collective thought process and the importance of examining how we think, not just what we think.

Jack Mezirow on transformative learning through experience, reflection, and discourse, particularly the concept of disorienting dilemmas that catalyze perspective shifts.

J. Krishnamurti on self-inquiry and the examination of consciousness without predetermined frameworks.

Peter Senge on systems thinking and organizational learning, particularly how mental models shape what we perceive as possible.

Robin Wall Kimmerer on relational epistemologies and the integration of Indigenous and Western ways of knowing, emphasizing that knowledge emerges through relationship rather than extraction.

Tyson Yunkaporta on Indigenous thinking systems and the importance of pattern recognition across multiple scales and contexts.

This is not an exhaustive list. It signals the depth this work draws from without claiming to contain it all.

The work continues. Each engagement teaches me something new about how space operates and how narratives find coherence. I invite you into that ongoing inquiry.


This post is grounded in the Space as Metaphor framework, which views space as "metaphor for method, moral orientation, and mode of transformation." The framework helps us understand that our actions are not merely transactional exchanges, but choices within sacred spaces requiring careful cultivation and ethical stewardship.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Are you ready for a NEW STORY?

The Hidden Power of PR: When a Press Release Reveals More Than a Story

Public relations, when approached with intention, creates pressure to think carefully, sort competing priorities, and hold mission and message together at once. In this kind of work, clarity is not the absence of uncertainty. It is the ability to identify what kind of story is being told, what matters most, and what action belongs next.


PR Has More Influence Than It Appears

In an era dominated by social media metrics, public relations can feel like the quieter, less glamorous sibling. But that perception misses something profound. PR, done well, is one of the most powerful tools an organization has, not just for visibility, but for clarity, alignment, and even operational excellence within the organizational space.

Public relations is not just about press releases or pitching stories. It is about showing up and speaking out, consistently and clearly, so that audiences understand who you are and what you stand for.

  • Define what the organization stands for.
  • Identify the audiences who need to hear it.
  • Set aside vanity metrics in favor of meaningful reach.

The Narrative Strategy Difference

Most press releases read like press releases. They are stiff, self-congratulatory, and editorialized to the point of being unreadable. Editors recognize them instantly and discard them just as quickly. A narrative strategy framework flips the script. Every piece submitted to the media is crafted as if a journalist from that publication wrote it themselves.

Without this filter, PR turns into noise. Coverage becomes accidental, and messaging keeps drifting.

  • Lead with a genuine news hook that earns its place.
  • Remove editorializing and let the facts carry the story.
  • Include photography that complements the narrative.

Where Strategy Meets Story

A great story does not just communicate. It reveals. When you sit down to craft a story about a new program, a partnership, or a milestone, you are forced to articulate why this matters now, who benefits and how, how it connects to the larger mission, and what comes next. The act of storytelling becomes an act of strategic self-examination within the organizational space.

The point is not to control every message. The point is to create a single piece of communication that improves coherence.
 

  • Choose one story with clear purpose.
  • Assign the news hook, the voice, and the timing.
  • Review what the storytelling process surfaced internally.

When the Story Will Not Cohere, Look Deeper

Here is the insight most organizations miss. If a story is not making sense, the problem is usually not the storyteller. When a writer cannot find the through-line, when the news hook feels forced, when the “why now” question keeps returning a shrug, these are not writing problems. They are diagnostic signals. They are clues that something larger, something systemic, may be misaligned.

Strategic PR work depends on returning to the same basic discipline: reduce noise, sort by mission, and act on what is usable now.

This is how PR holds value inside complexity. Not through volume, but through disciplined attention.
Storytelling is a practice, not a destination. It is important to protect the narrative space you have created. When operational pressures grow loud, return to these simple steps. Constant self-reflection keeps the path open.

By treating your organization’s story as a sacred space, you can use the press release process as both a communication and a diagnostic tool. This is the kind of work RPL specializes in. Because in the end, the best PR does not just tell your story to the world. It helps you understand your story yourself.


This post is grounded in the Space as Metaphor framework, which views space as "metaphor for method, moral orientation, and mode of transformation." The framework helps us understand that our actions are not merely transactional exchanges, but choices within sacred spaces requiring careful cultivation and ethical stewardship.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Are you ready for a NEW STORY?

Targeting Through Insights

The Utility of Wealth Screening

Storytelling is most effective when it reaches the appropriate audience. Identifying individuals with the financial capacity and inclination to support an organization allows for efficient resource allocation. This targeted approach saves time and creates a clear space for high-potential relationships to develop.


Data-Driven Prospecting

AI-powered tools analyze financial capacity, philanthropic history, and giving patterns. Detailed profiles help an organization understand the values and motivations of a prospect. Strategic outreach relies on actionable insights that align the mission of the organization with the specific interests of the donor.


Personalized Narrative

Insights into the interests of a prospect allow for the creation of tailored messaging. When a supporter has a history of environmental advocacy, the story should focus on sustainability initiatives. Aligning the narrative with the internal values of the recipient ensures the message resonates within their personal space.


Impact and Alignment

Wealth screening prevents the expenditure of effort on prospects who lack the capacity to engage at a significant level. By focusing on meaningful relationships, organizations move toward strategic goals with greater precision. Clarity in audience identification leads to clarity in the final outcome.


This post is grounded in the Space as Metaphor framework, which views space as "metaphor for method, moral orientation, and mode of transformation." The framework helps us understand that our actions are not merely transactional exchanges, but choices within sacred spaces requiring careful cultivation and ethical stewardship.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Are you ready for a NEW STORY?

Clarity in the Chaos

Complex environments create pressure to react quickly, sort incomplete information, and hold competing demands at once. In these conditions, clarity is not the absence of uncertainty. It is the ability to identify what kind of space is being occupied, what matters most, and what action belongs next.


Reduce Noise Before Deciding

When conditions are chaotic, more input does not always improve judgment. Constant updates, urgent opinions, and repeated revisions can fill the decisionmaking space without improving direction. Strategic clarity begins by reducing noise long enough to distinguish signal from reaction.

This requires a pause, not withdrawal. A brief pause makes it possible to separate assumptions, facts, and emotional pressure.

  • Define the immediate issue.
  • List confirmed facts.
  • Set aside speculation and repetition.

Use Values as a Sorting Structure

In unstable conditions, values are not abstract ideals. They are a practical filter. They help determine which options fit the mission, which introduce avoidable conflict, and which create long-term costs within the relational or organizational space.

Without this filter, complexity turns into drift. Decisions become reactive, and priorities keep shifting.

  • Name the non-negotiable values involved.
  • Identify which options align with them.
  • Remove options that create ethical confusion.

Work With the Next Usable Move

Strategic clarity does not require a complete map. It requires the next move to create order within the current space. Large plans often collapse in chaotic environments because the conditions keep changing. A smaller, well-placed action can reveal more than extended analysis.

The point is not to control every variable. The point is to make one decision that improves coherence.

  • Choose one action with clear purpose.
  • Assign responsibility and timing.
  • Review what changed after execution.

Maintain Clarity as Conditions Shift

Clarity must be revisited. Complex systems do not stay still. New pressures enter the space, relationships change, and assumptions lose accuracy. Strategic work depends on returning to the same basic discipline: reduce noise, sort by values, and act on what is usable now.

This is how clarity holds inside chaos. Not through certainty, but through disciplined attention.

Clarity is a practice, not a destination. It is important to protect the mental space you have created. When the world becomes loud again, return to these simple steps. Constant self-reflection keeps the path open.

By treating your mind as a sacred space, you can reduce the noise of the outside world to a mere distraction. Keeping things simple is the most effective way to navigate complexity.


This post is grounded in the Space as Metaphor framework, which views space as "metaphor for method, moral orientation, and mode of transformation." The framework helps us understand that our actions are not merely transactional exchanges, but choices within sacred spaces requiring careful cultivation and ethical stewardship.

About Spaciology

Spaciology is not abstract theory; rather, it is a practice you can feel.

  • Inside: Pause, breathe, notice.
  • Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
  • Between us: Make dialogue a place where different truths can live together long enough to teach something.

Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.

Spaciology Learning Commons

Want to go further? Join the Spaciology Learning Commons.

Membership gives you free access to community conversations, courses, introductory resources, and the complete Field Guide.

Are you ready for a NEW STORY?