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THE BRIDGE BETWEEN US PART TWO OF TWO

The Bridge Between Us

What changes when you stop expecting people to meet the world the way you do.

Picture three people around a table with a hard problem in front of them. One wants to slow down and think it through — get the facts straight, see the whole picture. One keeps scanning the faces, quietly asking whether everyone is all right. The third is already halfway out of the chair, ready to do something about it. Within ten minutes all three are frustrated with each other. Each is convinced the others are missing the point.

They are not, in fact, disagreeing about the problem. They are speaking three different first languages.

In Part One we looked at the three Centers of Intelligence — Head, Heart, and Body — and at the first connection, the one within: noticing your home center and gently inviting the quieter ones to the table. This is the second connection, and in some ways the harder one. It is the bridge between us.

We mistake another center’s gift for a flaw

Here is the trouble. Each center, seen from inside, feels like plain good sense. Seen from another center, it can look like a defect. The head-led person, doing exactly what the head does best, can read as cold, detached, slow to commit. The heart-led person, doing exactly what the heart does best, can read as dramatic, over-involved, too much. The body-led person, doing exactly what the body does best, can read as blunt, impulsive, steamrolling.

None of those are character failures. They are intelligences doing their work — and being judged in a language they do not speak. An enormous amount of what we call a personality conflict is really a translation problem.

Three questions, all of them legitimate

Underneath, each center is asking a different question, and each question deserves an answer.

The Head asks: Does this make sense? The Heart asks: Are we okay? The Body asks: What are we going to do?

Most conflicts are three people answering three different questions and assuming everyone is answering theirs. And when only one question gets honored — usually the loudest, or the one belonging to whoever holds the power — somebody leaves that room unseen. Not disagreed with. Unseen. Those are different wounds, and the second one lasts longer.

The people I thought were moving too slowly

For years I got so frustrated with everyone around me. They moved so slowly. I would be three steps ahead, already seeing where this was going, already wanting to move — and the room would still be talking. I would sit there thinking, we could have done this by now.

And here is the part I have to say plainly: I was not wrong about the big picture. I did see it clearly, and I saw it fast. That was real, and it was a gift.

But being right about the big picture made me deaf to everything else in the room. While I was waiting for people to catch up, they were making points that mattered — about how a decision would land on someone, about what we had not thought through, about who would be affected. I missed them. Not because they were not said, but because I had already decided the conversation was slow rather than deep. What I called impatience was really me refusing to learn anyone else’s language.

Empathy is not agreement

This is where emotional intelligence stops being a concept and becomes a discipline. Empathy is not agreeing, and it is not being nice. It is the deliberate work of entering another person’s experience before responding to it — of asking what question they are actually asking, and answering that one first. You can do this without surrendering your own center. In fact you can only do it well from your own center, grounded enough to lean toward someone without losing your footing.

The old image for this is still the best one. Paul wrote to a fractured community that the body has many members, and that the eye cannot say to the hand, “I have no need of you” (1 Corinthians 12). Read that with the centers in mind and it lands differently. A family, a team, a church that honors only one intelligence is a body missing limbs. It will be clever and cold, or warm and directionless, or busy and unreflective — and it will keep wondering why it cannot quite get where it wants to go.

Three-centered justice

This is a large part of why we have been drawn more and more toward restorative justice. Restorative justice does something deceptively simple: it changes the questions. Conventional justice asks what rule was broken, who broke it, and what they deserve. Restorative justice asks instead: who has been harmed, what do they need, and whose obligation is it to make things right (Howard Zehr, Changing Lenses, 1990).

Sit with those three questions for a moment. Who was harmed is a Head question — it asks for truth, clearly seen. What do they needis a Heart question — it asks us to feel our way into another’s experience. Whose obligation is it is a Body question — it asks somebody to actually move. Restorative justice, at its best, is three-centered justice. It refuses to let us settle for a truth that costs us nothing, a sympathy that changes nothing, or an action taken without understanding.

And it asks for exactly the capacity the centers teach: the ability to see a person who is not like you as fully, stubbornly real. Almost all harm begins where someone has been reduced — to a caricature, a category, a nuisance, a threat. Repair begins the moment we can finally hear the question they were asking all along.

When I was the one doing the harm

I have to tell a harder piece of this. There were times I hurt people — not by accident, and not because I meant to. I was so certain I was right that I used what I had to get traction: my size, my presence, the force of my personality. I could fill a room. And when I did, people got quiet.

I told myself I was moving things forward. I was not. I was shutting down the very forward motion that would have served the whole room instead of just me. The ideas that needed air did not get it. The objections that should have slowed me down never got said out loud. People did not change their minds; they just stopped offering them.

It took me a long time to see that clearly, and longer to sit with it without flinching. Those are the three questions I now have to ask of myself before I ask them of anyone else: Who was harmed? What do they need? And whose obligation is it to make it right? The answer to that last one, in those rooms, was mine.

The Bride Between Us Reflection Guide

Practicing the bridge

The practice is small and surprisingly hard. Before you react, translate. Notice which center you are standing in, and then ask yourself what question the other person is really asking. If they need to know the plan makes sense, give them the reasoning before the reassurance. If they need to know you are okay with them, say that before you present your logic. If they need to know something is actually going to happen, name the next step. You are not managing them. You are refusing to make them come all the way over to your side of the bridge to be understood.

Do that often enough, in a marriage or a team or a community trying to repair real harm, and something quietly changes. People stop bracing. They start telling the truth. The body gets its limbs back.

The bridge between us turns out to be built of the same material as the bridge within us: a willingness to enter a room we do not naturally live in. Practiced long enough, and with enough tenderness, that willingness has another name. We call it love. And if each center is a doorway to God, as we said in Part One, then the person sitting across from you — the one whose first language you have never quite learned — may be standing in a doorway you have never walked through.

Peace and every good.

 

About Jim & Lynette Vaive

Jim and Lynette Vaive are the co-founders of spirit of EQ and co-authors of The Mystical Seeker. They are Master Certified Coaches, certified Narrative Enneagram teachers, and Certified Spiritual Directors, and together they hold credentials in Spiritual Emotional Intelligence (SEQ) — a framework rooted in Lynette’s Doctor of Ministry research. Learn more at spiritofeq.com.

Sources

The Narrative Enneagram — The Three Centers of Intelligence: narrativeenneagram.org

Howard Zehr — restorative justice principles and the three questions (Changing Lenses, 1990): Zehr Institute

Lungs Over Blame: Finding Breath Between Head & Heart

Lynette shared that I needed to read some of John Rodels stuff the other day as he wrote a poem about the brain divorcing its heart. I could not help myself and this reflection flowed from that moment. She was right I needed to read it and so do you!

His Facebook link is below.

This a long post and I appreciate your reading it.

The poem…….

my brain and
heart divorced

a decade ago

over who was
to blame about
how big of a mess
I have become

eventually,
they couldn’t be
in the same room
with each other

now my head and heart
share custody of me

I stay with my brain
during the week

and my heart
gets me on weekends

they never speak to one another

– instead, they give me
the same note to pass
to each other every week

and their notes they
send to one another always
says the same thing:

“This is all your fault”

on Sundays
my heart complains
about how my
head has let me down
in the past

and on Wednesday
my head lists all
of the times my
heart has screwed
things up for me
in the future

they blame each
other for the
state of my life

there’s been a lot
of yelling – and crying

so,

lately, I’ve been
spending a lot of
time with my gut

who serves as my
unofficial therapist

most nights, I sneak out of the
window in my ribcage

and slide down my spine
and collapse on my
gut’s plush leather chair
that’s always open for me

~ and I just sit
until the sun comes up

last evening,
my gut asked me
if I was having a hard
time being caught
between my heart
and my head

I nodded

I said I didn’t know
if I could live with
either of them anymore

“my heart is always sad about
something that happened yesterday
while my head is always worried
about something that may happen tomorrow,”
I lamented

my gut squeezed my hand

“I just can’t live with
my mistakes of the past
or my anxiety about the future,”
I sighed

my gut smiled and said:

“in that case,
you should
go stay with your
lungs for a while,”

I was confused
– the look on my face gave it away

“if you are exhausted about
your heart’s obsession with
the fixed past and your mind’s focus
on the uncertain future

your lungs are the perfect place for you

there is no yesterday in your lungs
there is no tomorrow there either

there is only now
there is only inhale
there is only exhale
there is only this moment

there is only breath

and in that breath
you can rest while your
heart and head work
their relationship out.”

this morning,
while my brain
was busy reading
tea leaves

and while my
heart was staring
at old photographs

I packed a little
bag and walked
to the door of
my lungs

before I could even knock
she opened the door
with a smile and as
a gust of air embraced me
she said

“what took you so long?”

~ john Roedel

There is a quiet brilliance in the poem you wrote, John:  a person whose head and heart have divorced, who passes the same accusatory note between them each week, who finds solace with a grounding gut and finally acceptance at the threshold of the lungs. It’s a compact, visceral image of what many of us I think feel individually—and what our culture looks like collectively: divided, exhausted, and out of breath.

This post translates that metaphor into a diagnosis of our current cultural shape and as I try to offer three practical action items any individual, workplace, or community can take to begin repairing the rupture.

The cultural symptom: head vs. heart, repeating blame

The poem’s most striking detail is the ritual of blame. The head reads the future and warns of danger; the heart catalogues the past and grieves its wounds. They cannot be in the same room. Instead, each week they pass the identical note to the other: “This is all your fault.” That single image feels painfully familiar in public life: institutions who prioritize risk management and metrics versus communities whose identity is built on memory and moral recall. Instead of conversation, they trade blame. Instead of repair, they escalate.

Hmmmmmmmmmm, sounds familiar…

On a societal level this shows up in several ways:

  • Politics and media that reward constant forecasting of doom or perpetual moral cataloguing.
  • Institutions that respond procedurally to crises without the emotional (one of my big beefs) labor needed for repair.
  • Online ecosystems that amplify immediate outrage and punish rather than slow down and reconcile.

The poem isn’t merely about individual distress; it’s a model for the cycles that wear down trust in workplaces, neighborhoods, civic institutions, and digital communities. The result: people feel split, defensive, and alone forced to manage their past and future without a shared present. More to think about here then just reading it and moving on to the next sentence.

The needed counterweight: lungs (and the role of the gut)

Two quieter figures in the poem are the gut and the lungs. The gut—an unofficial therapist—listens without pontificating. It recognizes how exhausting it is to be lodged between memory and anxiety. Its prescription is surprising: go stay with your lungs. The lungs don’t erase the past or deny future risk. Instead, they insist on the present: inhale, exhale, and be here now. Ekhart Tolle would be proud.

For a culture, the lungs are the practices and spaces where people slow down together: restorative conversations, shared rituals, community centers, deliberative forums, even workplaces that deliberately schedule time for presence and listening. These are not merely therapeutic niceties; they are the conditions for social repair. Without them, head and heart will continue their duel—and we will continue to exhaust ourselves passing notes that say, “This is all your fault.”

Three practical action items to help a culture breathe

Below are three concrete, scalable steps individuals, organizations, and local communities can take to shift from repeated blame toward shared presence, repair, and resilience.

  1. Create mandated “breathing rooms” in decision processes What it is: A formal pause or cooling period before punitive or irreversible actions—especially public accusations, disciplinary decisions, or high-stakes announcements. During the pause, parties must engage in structured listening and fact-gathering, and an impartial mediator facilitates initial dialogue. I have found that this works well and worth a try.

Why it matters: Rapid, punitive responses often deepen wounds and prevent context, nuance, and reconciliation. A short pause reduces performative outrage and gives people space to explain, listen, and recalibrate.

How to implement:

  • Organizations (companies, schools, nonprofits) adopt a “72-hour breathing rule” for major personnel decisions and public statements: no final action or public posting for 72 hours after allegations surface.
  • Workplaces appoint a small pool of trained mediators or restorative facilitators who can convene confidential listening sessions during the pause.
  • Digital communities and moderators apply a temporary hold on amplification (no trending tags, no top placement) until a brief review and mediation step has occurred.
  1. Invest in local “lungs”: community spaces for listening, repair, and presence What it is: Neighborhood-level, low-barrier spaces and programs dedicated to relational work—restorative circles, grief and memory sessions, deliberative salons, and facilitated story-sharing. These are not primarily political organizing centers; they are places to practice civic breathing.

Why it matters: Trust is rebuilt through repeated small interactions. When people practice listening and mutual storytelling in neutral settings, civic relationships strengthen and collective memory becomes reparative rather than weaponized.

How to implement:

  • Cities, libraries, and foundations fund pilot hubs (use underutilized rooms in libraries or rec centers) for monthly restorative circles that bring diverse neighbors together around guided prompts and shared meals.
  • Schools integrate restorative justice and deliberative practices into their teaching, so young people learn presence and conflict navigation early.
  • Employers sponsor offsite or on-site “presence labs”: short, guided sessions where teams practice listening, reflection, and shared breathing exercises to improve empathy and reduce reactivity.
  1. Rebalance incentives: measure relational outcomes, not just output What it is: Shift institutional metrics so success includes relational indicators—trust, reintegration rates, reduction in repeated harms, and quality of civic participation—in addition to efficiency and throughput.

Why it matters: What organizations measure is what they prioritize. If institutions reward speed, headlines, and punitive action only, they will continue to incentivize head-only solutions. Relational metrics direct attention to repair and long-term stability.

How to implement:

  • Philanthropic funders and boards require pilot programs to include qualitative evaluation of trust and reintegration (surveys, follow-ups, case studies) alongside quantitative performance data.
  • HR and leadership KPIs expand to include measures like “percent of resolved conflicts with mutual agreement,” “employee-reported psychological safety,” and “community reintegration success rate.”
  • Journalists and platforms adopt editorial policies that prioritize follow-up reporting, context, and restorative perspectives, reducing the incentive for immediate sensational headlines.

A closing invitation everyone: choose the lungs without abandoning heart or head

The poem’s final image—walking to the lungs and being met with a warm entrance—feels like an invitation rather than an escape. The lungs do not ask us to forget the past or ignore the future. They offer a place to breathe so that heart and head can eventually coexist without tearing us apart. For organizations and communities, this is a practical aim: preserve and respect memory and expertise, but build more places where presence, listening, and repair is the default

If you lead a team, a neighborhood group, or a school board, try one small experiment this month: a 72-hour breathing rule for any controversy; a one-hour restorative circle; or a change in how you track outcomes to include relational metrics. These are small structural moves but with outsized effects: they make it harder for blame to become a ritual and easier for people to find the shared present.

We cannot legislate empathy, Lynette and I found this to be true with our time at 6 Seconds, but we can design systems that make it easier to breathe together. The poem’s final line— “what took you so long?”—is not a rebuke. It’s a gentle reminder that the lungs have always been there. We only need to practice going home to them.

Thank you, John, for this wonderful look into our human journey.

Poem by John Roedel and go to his Facebook here to see other exciting posts