SAR_9: Injury control = interim management

Above: SAR_9 footprint

"In any process of change, the complementary tendency toward stability must always be taken into account. If, for example, the manager puts all the emphasis on change [...] frequently the opposite response is provoked as an attitude of resistance. In The Law of Opposites, such opposition is creatively transcended trough the insight that, in the process of change, change as well as stability are always recursively involved. Any manager wanting to initiate change has to respect stability. If he wants to realise stability, he has to honour change."

Dr. Michael M. Tophoff  ('Chan Buddhism: Implications of Awareness and Mindfulness-Training for Managerial Functioning')

SAR training is Kick-Ass-training: taking-over from previous 'management' (that led to overload and injury -- usually fear driven management) and re-establish control ("Get in, get it over with and get out! "). Change requires collaboration on all levels. Trough the creation of unity the runner leads/inspires/guides/informs/balances the transformation at hand. It requires growth from egotistical overload-behaviour towards- and transformation into- an Alert-balanced runner, who emphatically and sensibly controls his behaviour. SAR training is focussed upon improvement of technique and effeciency. Trough Strategic use of available resources, including time, terrain, weather, technical-support -- and injury treatment, food and rest.

Familiar terrain for storytellers, who are trained and experienced inhabitants of this threshold zone. The best stories take place (t)here, it provides the dramatic content -- the protagonists awakening willpower and conflict coming from ignorance -- that storytellers focus upon, record and loyally show.

Mark Divine wrote in his Blog 'Trust Actions NOT Words continued…': "The relationship of those in a loyal bond is transformational versus transactional. Like trust, it is a two-way street, in that loyalty is earned through mutual action. Loyal teammates don’t tolerate negativity, backstabbing, or activities that harm the team. Loyalty requires that you examine and shore up your weaknesses so that you can carry your own load to support the team. Trust and loyalty, when accompanied by honor and integrity, lead to high-performing individuals and teams."

Mark Divine's blog 'Trust Actions Not Words continued':

Dr. Michael M. Tophoff: