While preparing to write the third Syntopical Essay last semester, I was reviewing notes collected from Friedman’s book Failure of Nerve. Chapter Seven, titled Emotional Triangles, caught my attention, and aroused my curiosity. However, due to time constraints, I had to ‘file that one away,’ as my husband would say, so I could return later. So here I am, ready to see what Freidman says about Emotional Triangles.<\/p>\n
First, let me explain why I was curious. The cursory review last semester in the chapter was about the emotional triangle between a husband, wife, and mother-in-law. I am trying to learn how to navigate this landscape as a mother-in-law. It is a fine line or tightrope to walk. And it is hard at times. By no means is this a reflection on my daughter-in-law. I must take responsibility for my thoughts and attitudes and learn that I’m not always right or there are other ways of doing things. One of my mantras during this process is that everyone has free will so that I can give everyone, including myself, grace.<\/p>\n
But that’s not what intrigued me the most when I went back this time to read more in-depth on Friedman’s assessment of emotional triangles. To begin, he defines emotional triangles as follows “the manner in which relationships between any two people, individual and his or her symptoms, can be a function of an often unseen third person, relationship, or issue between them.”[1]<\/a> Further, he states on page 218 that there is no such thing as a two-person relationship. Emotional triangles have governing laws and supersede the ‘social science construction of reality and seem to be rooted in protoplasm itself.’[2]<\/a> According to Friedman, triangles are predictable regardless of gender, race, class, or context, i.e., family or business. Because of this, the level of information and criteria to analyze relationships is different and essential.[3]<\/a> The five universal laws that emotional triangles follow are:<\/p>\n For leaders, understanding emotional triangles are at the core of stress, health, and overall effectiveness.[5]<\/a> Lastly, almost every issue a leader will face can be put into the context of an emotional triangle. Consequently, they are the key to becoming self-differentiated.[6]<\/a><\/p>\n So how do emotional triangles form? Freidman writes on page 222 that triangles form because of a lack of stability in the relationship, which increases the lack of self-differentiation of the parties involved. The instability also contributes to chronic anxiety in the atmosphere and a lack of clearly defined leadership. The people connected in the emotional triangle create a false sense of intimacy. In some instances, the two form an alliance and begin to scapegoat a third person or issue.[7]<\/a><\/p>\n I could continue explaining Friedman’s concept of emotional triangles. Still, I’m going to segway to an article from Psychology Today written by Annette Templeton, Ph.D., titled Taking on the Toxic Triangle<\/em>. Her article does a great job contextualizing the emotional triangle discussion in a business leadership setting. I found it helpful because Chapter Seven in Failure of Nerve<\/em> focused more on personal emotional triangles. This article gave me something more concrete to digest. Essentially her article summarizes a “toxic triangle is a perfect storm created by three factors: a destructive leader, susceptible followers, and a conducive environment.”[8]<\/a> I assume everyone is familiar with or can recall the attributes of a destructive leader. The toxic leader stays in power because of the other two parties in the triangle. According to Dr. Templeton, the susceptible followers are those who are in one of two groups, the “colluders, and conformers.”[9]<\/a> The “colluders mimic the bad behavior of the bosses, and the conformers are more motivated to keep their position and or power.”[10]<\/a> A conducive environment is when the organization allows toxicity to exist. C-suite executives are aware but turn a blind eye to the behavior.<\/p>\n While re-reading Friedman and the Psychology Today article, I recalled how an emotional triangle had formed in one of the departments at the community college. A quick backdrop. For the post, I will call the destructive leader, “Toxic Tester.” She set up an extremely convoluted process for signing up adult students to take one or more subject GED tests. Instructors were required to have the students take and pass three practice tests for each subject and then, with unforgiving exactness, complete a subject-designated colored form for each student for each test. What was so traumatizing for everyone was that Toxic Tester had completely fabricated the entire process and requirements, and everyone knew she had made up the rules. She terrorized the whole department. First, she returned the document if the form contained missing or incorrect information. Then, she would send you an email, copying everyone in the entire department, including the dean, highlighting your mistakes. Not only that, but there were times she saw the instructor’s error when the student showed up for testing. Guess what? The student would be sent home in tears and not allowed to test that day because of the made up mistake on the made up form.\u00a0 Get the picture?<\/p>\n The Toxic Tester was destructive, and the organization allowed it to persist until the person crossed someone in the C-suite in an unrelated matter. There may have been at least one ‘colluder’ in the department, but almost everyone, including myself, was a ‘conformer.’<\/p>\n Friedman states that the only way to break out of an emotional triangle is not to get involved in one in the first place. It requires staying in touch with the other two parties or the issue but working on your ability to self-differentiate and being the non-anxious, well-defined presence.[11]<\/a> And on this point, Friedman and Dr. Templeton agrees that building self-awareness in leaders shines a light on how their leadership is experienced.[12]<\/a> However, with the Toxic Tester and the conducive environment we were in, I\u2019m still not sure how I could have been more self-differentiated.\u00a0 I\u2019m still pondering.<\/p>\n [1]<\/a> Edwin H. Friedman, A Failure of Nerve: Leadership in the Age of the Quick Fix, (New York, Church Publishing, 2017), 218.<\/p>\n [2]<\/a> Ibid., 218.<\/p>\n [3]<\/a> Ibid., 218-219.<\/p>\n [4]<\/a> Ibid., 219.<\/p>\n [5]<\/a> Ibid., 219.<\/p>\n [6]<\/a> Ibid., 219-220.<\/p>\n [7]<\/a> Ibid., 222.<\/p>\n [8]<\/a> Annette Templeton Ph.D., Taking on the Toxic Triangle, https:\/\/www.psychologytoday.com\/us\/blog\/the-leader-within\/202008\/taking-on-the-toxic-triangle<\/a>, 2020.<\/p>\n [9]<\/a> Ibid.<\/p>\n [10]<\/a> Ibid.<\/p>\n [11]<\/a> Edwin H. Friedman, A Failure of Nerve: Leadership in the Age of the Quick Fix, (New York, Church Publishing, 2017), 234.<\/p>\n [12]<\/a> Annette Templeton Ph.D., Taking on the Toxic Triangle, https:\/\/www.psychologytoday.com\/us\/blog\/the-leader-within\/202008\/taking-on-the-toxic-triangle<\/a>, 2020.<\/p>\n","protected":false},"excerpt":{"rendered":" While preparing to write the third Syntopical Essay last semester, I was reviewing notes collected from Friedman’s book Failure of Nerve. Chapter Seven, titled Emotional Triangles, caught my attention, and aroused my curiosity. However, due to time constraints, I had to ‘file that one away,’ as my husband would say, so I could return later. 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