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  • Understanding Controlling and Managing Parts

    Understanding Controlling and Managing Parts

    In the context of Internal Family Systems (IFS), controlling and managing parts are specific types of internal roles that seek to handle and direct our experiences and interactions. They often emerge in response to challenges or stressors, aiming to maintain stability and achieve goals.

    In (IFS) therapy, managers are like the part of you that takes charge of your daily life, trying to keep things running smoothly and prevent problems. Imagine you’re the boss of a busy office; your managers are like the staff who handle different tasks to make sure everything stays on track. For example, if you’re worried about a big presentation, a manager part might push you to prepare thoroughly and avoid any mistakes, even if it means you might miss out on some fun activities. Their goal is to keep you safe and successful by managing situations proactively.

    Imagine that a teacher at school was particularly strict and, one day, you received a harsh comment from this teacher. You felt quite embarrassed by it and said to yourself “I will never allow anyone to have that judgement of me”. Whenever the behaviour of a part of you is motivated by a “I will never do/act/go through this again”, we are in the presence of a Manager part.

    Sometimes managers become burdened, and fall into more extreme roles. Where this is the case, its usually related to experiences in the past that have not been fully digested, and managing parts are doing everything they can to prevent us from re-experiencing those old feelings.

    Healthy vs unhealthy expressions

    Healthy Managers

    • Role: Healthy managers perform their protective role without overwhelming other parts of the system. They guide and manage daily life tasks, decision-making, and interactions in a balanced way.
    • Function: Their goal is to prevent harm and ensure safety, but they do so without rigid control. They help you plan, organise, and maintain relationships or achievements without creating excessive pressure or anxiety.
    • Flexibility: These managers allow spontaneity, creativity, and emotional fluidity when it’s safe. They understand when to step back and let other parts (like joy, curiosity, or openness) take the lead.
    • Connection to Self: Healthy managers are more aligned with the Self, meaning they allow the qualities of calm, clarity, and compassion to guide their actions. They don’t dominate but work in harmony with other parts, ensuring you can adapt to various situations.

    Burdened Managers

    • Role: Burdened managers are parts that have taken on extreme roles in response to trauma or difficult experiences. They are overworked and hypervigilant, constantly trying to prevent overwhelming emotions or traumatisation.
    • Function: Their goal is to avoid danger and emotional pain at all costs, often leading to rigid, controlling behaviours. These managers can stifle spontaneity, creativity, or emotional vulnerability, believing those traits may lead to harm or rejection.
    • Inflexibility: Burdened managers tend to apply their protective strategies even when they are not needed. They may overreact to relatively minor stressors, causing unnecessary anxiety, avoidance, or perfectionism.
    • Disconnection from Self: Burdened managers are disconnected from the Self’s healing qualities. They often act out of fear, distrust, or a belief that they are the only protection you have. They suppress or exile other parts of you, especially emotions that they deem too painful or dangerous to handle.
    In Summary:
    • Healthy managers allow for balance and adaptability, acting as protectors without suffocating other parts of the system.
    • Burdened managers take on extreme, rigid roles, trying to prevent re-experiencing trauma or pain, which can limit emotional expression and spontaneity. Their burden is the excessive responsibility they carry to avoid overwhelming situations at any cost.

    In IFS, the goal is to help burdened managers release their burdens so they can return to a healthier, more flexible protective role aligned with the Self. When controlling and managing parts are in balance, life looks organised yet flexible, structured yet open to new possibilities.

    The Enneagram and the Nine Manager Types

    The Enneagram is a powerful tool for understanding different personality types, each with its own core motivations, fears, and desires. You will likely find one strategy as more dominant than any of the others, although it is common to recognise a few in yourself.

    What They Do: This part strives for order, correctness, and improvement. It imposes strict standards and can become critical when things don’t measure up. It believes that by controlling behaviour and maintaining high standards, chaos can be avoided.

    What They’re Afraid Of: Making mistakes or allowing imperfections to surface. They fear that if things aren’t perfect, they’ll lose control, and disaster will follow.

    What They Want: To ensure everything is done “right” to create a sense of safety and predictability. They want to believe that by perfecting themselves and their environment, they will avoid criticism and gain respect.


    What They Do: This part manages through nurturing others and meeting their needs, believing that controlling relationships is the best way to ensure love and connection. It might make you overextend yourself in service of others, neglecting your own needs.

    What They’re Afraid Of: Rejection or abandonment. They fear that if they don’t help, they won’t be loved or appreciated, and they’ll be left alone.

    What They Want: To maintain connection through generosity. Their control strategy is rooted in the belief that if they give enough, they’ll always be needed and valued.


    What They Do: This part manages through striving for success, constantly pushing toward goals and accomplishments. It believes that by achieving, it can control how others see you and keep the sense of worth intact.

    What They’re Afraid Of: Failure or being seen as worthless. They fear that if they don’t achieve, they’ll lose respect and be deemed unworthy of love or attention.

    What They Want: To gain validation and approval through accomplishment. Their need for control comes from a desire to be admired and to ensure they maintain their self-worth through external success.


    What They Do: This part controls by emphasising uniqueness and emotional depth. It manages your internal world by amplifying emotions, seeking authenticity, and often focusing on what’s missing or what could be more meaningful.

    What They’re Afraid Of: Being ordinary or emotionally disconnected. They fear losing their sense of specialness or being seen as shallow and irrelevant.

    What They Want: To feel deeply and be understood for their individuality. Their control strategy is to ensure that they are seen as unique and significant by maintaining emotional intensity and depth.


    What They Do: This part manages by gathering knowledge and understanding systems. It believes that control is best maintained through competence and preparation, often withdrawing from emotional engagement to focus on acquiring information.

    What They’re Afraid Of: Feeling overwhelmed or inadequate. They fear that without enough knowledge, they’ll be exposed or powerless in the face of uncertainty.

    What They Want: To feel safe and in control through knowing and understanding. Their need for control stems from a desire to be prepared for any situation, guarding against vulnerability.


    What They Do: This part manages by anticipating risks and preparing for worst-case scenarios. It often seeks support from external authorities and maintains control by staying hypervigilant, scanning for potential threats.

    What They’re Afraid Of: Being unsupported or betrayed. They fear being left alone to deal with danger and uncertainty without adequate resources.

    What They Want: To feel secure and find safety in loyalty and predictability. Their control strategy is to anticipate all possible risks and to ensure they are always prepared for whatever might go wrong.


    What They Do: This part manages by staying positive, busy, and avoiding emotional pain. It controls through constant activity, planning, and seeking new, stimulating experiences to avoid feelings of boredom or discomfort.

    What They’re Afraid Of: Being trapped in pain, discomfort, or limitation. They fear that if they slow down, they’ll be forced to face unpleasant emotions or experiences.

    What They Want: To feel free and maintain a sense of excitement and possibility. Their control strategy is to avoid being tied down to anything that could be painful or limiting by always looking for the next exciting thing.


    What They Do: This part manages by asserting control over situations and people, often taking a tough, no-nonsense approach. It believes that strength and dominance are the best ways to avoid being controlled or harmed by others.

    What They’re Afraid Of: Being vulnerable or controlled by others. They fear weakness, seeing it as an invitation for others to dominate or exploit them.

    What They Want: To maintain power and autonomy. Their control strategy is to ensure they are always in charge, never at the mercy of someone else’s influence.


    What They Do: This part manages by maintaining harmony and avoiding conflict. It controls by keeping things calm, smoothing over differences, and sometimes merging with others’ desires to avoid upsetting the balance.

    What They’re Afraid Of: Conflict and disconnection. They fear that if they assert themselves, they’ll disrupt harmony and lose connection with others.

    What They Want: To maintain inner and outer peace. Their control strategy is to ensure everything stays smooth and conflict-free, even if it means sacrificing their own needs or opinions.


    These internal managers, viewed through the lens of the Enneagram, offer unique ways to understand how our personality influences the way we control, avoid pain, or strive for safety. By exploring each of these strategies, we can begin to see the root fears and desires driving our behaviour and work toward greater self-awareness and balance. You can think of the Buddhist metaphor of clinging as a way of understanding manager parts. In essence, they are avoiding or desiring.

  • How to write morning pages

    How to write morning pages

    Morning Pages, a practice developed by Julia Cameron in her book The Artist’s Way, are a daily writing exercise designed to unblock creativity and foster self-awareness.

    They are essentially brain dumps—three pages of writing done first thing in the morning. It’s all about stream-of-consciousness writing, where you jot down every thoughts and feelings as they come, without holding anything back. Even if what comes to mind is, “I don’t know what to write in these morning pages; they seem kind of pointless,” you write that down too. The process is as straightforward as it sounds.

    Steps for Doing Morning Pages:

    1. Write First Thing in the Morning:
      • Morning Pages should be done first thing in the morning, before your day begins and before your mind gets cluttered with other thoughts and tasks.
    2. Write Three Pages by Hand:
      • The goal is to write three pages of longhand, stream-of-consciousness writing. The pages should be filled with whatever comes to your mind, even if it seems trivial or nonsensical. Julia Cameron insists that long hand is key: “Velocity is the enemy. It takes longer to write by hand, and this slowness connects us to our emotional life.”
    3. Don’t Worry About Grammar or Structure:
      • The content of Morning Pages is not meant to be polished or structured. Spelling, grammar, and punctuation are not important. The idea is to write freely without self-editing.
    4. Don’t aim for art
      • Morning Pages are not meant to be “art” or even “writing” in the traditional sense. They are simply a tool for clearing your mind. The purpose is to dump out all the thoughts, worries, and clutter that might be filling your mind.
    5. Keep them Private:
      • Morning Pages are for your eyes only. This allows you to write honestly and without concern for what others might think.
    6. Be Consistent:
      • The practice works best when done consistently. Try to write Morning Pages every day, even when you don’t feel like it. The consistency helps develop a habit that nurtures creativity and self-awareness.
    7. Use It to Explore or Vent:
      • You can use Morning Pages to explore your feelings, brainstorm ideas, or simply vent about things that are bothering you. This process often helps in gaining clarity and processing emotions.
    8. Don’t Overthink It:
      • The key is to keep writing, even if you don’t know what to say. If you’re stuck, write about being stuck until something else comes to mind. The goal is to keep the pen moving across the page.

    Benefits of Morning Pages:

    • Clears the Mind: Helps in clearing mental clutter and preparing you for the day.
    • Unblocks Creativity: Frees up creative energy that may be blocked by unresolved thoughts or emotions.
    • Enhances Self-Awareness: Provides a space to reflect on your thoughts and feelings, leading to greater self-awareness.
    • Reduces Stress: Writing about your worries or concerns can help alleviate stress and anxiety.

    A Note on Community

    Though Morning Pages are private, sharing the experience of the practice in community can be powerful. In our Parts on Paper groups, we find that while each person writes alone, reflecting together on what the practice brings up helps us feel less isolated on the journey of self-discovery.

    Final Thought

    Morning Pages aren’t about producing something beautiful; they’re about showing up with honesty and consistency. Over time, the pages become a trusted space where all parts of us are welcome, we listen and write and begin to meet ourselves anew.

  • Empowering Minds: Support Ryan’s IFS Level 2 Journey

    Empowering Minds: Support Ryan’s IFS Level 2 Journey

    Parts are little inner beings who are trying their best to keep you safe.

    – Richard Schwartz (Founder IFS)

    I’m conducting this fundraiser for my Level 2 Internal Family Systems (IFS) course in October. IFS is a transformative therapeutic approach that views the mind as naturally multiple, with each of our inner parts having positive intentions for us. While the training is expensive, it is invaluable. IFS integrates my lifelong passions – spirituality and psychology – by treating the mind with the intelligence that lies beyond it.

    What you’ll receive by contributing to my fund:

    Option 1: Join the journaling challenge starting on September 4th. More info here.

    Option 2: Receive a free 60-minute IFS session.

    My Experience: I’ve been working with IFS for about three years. Before this, my background was in somatic therapy, focusing on family healing and working with ancestral patterns.

    My goal is to raise $1,000. All contributions are greatly appreciated! Suggested contributions are between $25 – $100.

    Contributions can be sent to:

    • PayPal: ryanklette@gmail.com
    • Bank Account: Ryan Klette, FNB 6201 288 0838, cheque account.
    • Swift Code: FIRNZAJJ

    Thank you for supporting my journey in deepening my IFS practice and helping others heal!

  • Beautiful Monsters

    Beautiful Monsters

    In Tibetan Buddhism, there’s a powerful concept that can transform how we view our inner struggles. Tibetan Buddhist teacher Tsoknyi Rinpoche speaks about shaking hands with what he calls our “beautiful monsters.”

    “Beautiful monsters,” Rinpoche explains, “are like ice. Their nature is like water. We don’t have to destroy the ice but melt it, freeing it into its natural state of flow.” These monsters represent our frozen patterns of reacting and resisting. The medicine that melts this ice is the warmth of kindness toward these aspects of ourselves that we’ve often pushed out of awareness.

    Rinpoche clarifies that these parts are neither purely beautiful nor solely monstrous. They can indeed be destructive in their ways, and it’s important to acknowledge the cost of these patterns without being naive. However, focusing only on their negative aspects without appreciating their beauty doesn’t allow for a true meeting. When we approach them with judgment, we fail to see their true nature. Even in the most challenging parts of ourselves, there is something of value.

    This perspective aligns with the insights of Richard Schwartz, founder of the Internal Family Systems (IFS) method. From years in practice speaking to people from all walks of life, Schwartz has come to believe that there are no inherently bad parts within us. At the heart of any part of us is an origin story; they were shaped by experience and are the way they are for good reason. If we look deeply enough – or perhaps softly enough – we will find a positive intention and beauty in each part.

    I believe our deepest yearning is to trust the unknown. One of my most profound experiences with the unknown and these “beautiful monsters” came through vision questing. I spent 13 days alone in the mountains, realizing that the vision I sought was always right in front of me. It’s a continuous journey to stay awake to that realization. We often get caught up in distractions, which Enneagram teacher Helen Palmer categorizes as past memories, future fantasies, imagination, sensations, and emotions. These distractions can cause us to miss what’s right before our eyes.

    During my time on the mountain, I discovered that nothing needed to happen for me to get distracted. My schedule was clear, with no obligations other than simply being present. Yet, being present was the greatest challenge. I spent those 13 days in a struggle for presence. As time passed, I noticed an interesting shift: the beauty of the experience naturally came to the forefront. Without anyone or anything in the way, life revealed itself as truly miraculous – the sheer wonder of being alive, having this experience, whatever it may be.

    This journey of self-discovery and presence is ongoing. By learning to approach our “beautiful monsters” with kindness and curiosity, we can begin to melt the ice of our rigid patterns. In doing so, we open ourselves to the flow of life and the beauty that exists in every moment, even in our struggles.

    As you reflect on your own experiences, consider: What “beautiful monsters” might you be ready to shake hands with? How might a change in perspective transform your relationship with the challenging parts of yourself?

    *art work by Jing-Li

  • How not to doubt yourself

    How not to doubt yourself

    The Dalai Lama once said that he wasn’t aware of how much the western mind doubted itself. It wasn’t much of a feature in Tibetan culture. As if in the West, we had to learn to doubt ourselves.

    A Personal Encounter with Doubt

    The other day I met someone I didn’t know for possible collaboration. On the surface, it looked like we were getting along, but my body was telling me otherwise. There was an increasing strain as the conversation progressed. And it was only afterward that I detected a competitive dynamic between us. I wasn’t getting some of the vital non-verbals cues from her (like warmth in eye contact) signalling that we were on the same team. So much so that when we parted ways, I felt this terrible sense of doubt. Like I wasn’t sure I was the person I thought I was. It was only afterward that I could recognise that this wasn’t an affirming interaction. Well, I could say that all that was my doubt, but something in me suspects there is a lot more to the story.

    The Culture of Doubt in Individualistic Societies

    Some personality types are more prone to doubt, but on the whole, no one is immune, especially in individualistic societies that characterise much of the West. It’s like we’re born into an ocean of doubt. Even if you looked like someone who didn’t doubt, you would be crazy not to. To feel self-assured and confident means you need to be at the top, and even then, there is a world awaiting your fall. Anything underneath the top means you have someone above you that has likely been trained in the art of making you feel insecure. That’s the thinking, right? Insecure people work harder and hang on to their jobs for dear life. But in truth, insecure people, although hardworking, do not give their best work. How could they? All our creative facilities come online when we feel safe enough.

    A range of studies supports the idea that self-doubt is more a feature of individualistic cultures. Maybe I’m not the person I think I am. Maybe I don’t deserve what I think I do. Maybe I am not worth what I think I am are the results of feeling too much like a separate self having to do it all on my own. Individualistic cultures emphasise personal achievement, autonomy, and self-reliance. This can lead to greater self-scrutiny and pressure to meet high personal standards. In contrast, collectivist cultures, which emphasise group harmony and interdependence, often provide stronger social support networks that can buffer against self-doubt.

    Research has also shown that people in individualistic cultures often tie their self-esteem to personal success and independence. This can make them more vulnerable to self-doubt when they perceive themselves as failing to meet these standards. That’s how it goes, right? We tie our worth to these yardsticks, and we can feel terrible when we perceive ourselves as not measuring up in whatever way we think we should be. But those standards again emerge from a society that has a lot to say about what individuals should be doing in order to meet these expectations. It’s near impossible, but we keep going, thinking one day I’ll get that assurance that I am enough after all. But that one day never comes, and more often than not, the doubt keeps growing. While individualistic societies often foster self-doubt, there are alternative cultural perspectives that offer a different approach.

    Collaborative Cultures: An Alternative Perspective

    Take the Ubuntu philosophy in Southern Africa. Ubuntu is a Nguni Bantu term meaning “humanity.” It is often translated as “I am because we are,” emphasising community, interconnectedness, and mutual care. Decisions are made collectively, extended families share responsibilities such as child-rearing and elder care, and communal work systems ensure everyone has enough. In its truest expression, it means group needs over the individual. I am a part of the very fabric of the group, so I treat others as I would want to be treated because I see them as not separate from me.

    This image has an empty alt attribute; its file name is ubuntu-philosophy-introduction-1-1-1024x589.webp

    Another example is in Māori culture, where the principle of Te Aroha encompasses values like unity, respect, and collective responsibility. The marae serves as a central gathering place for discussing important issues and making decisions. The concept of whānau involves extended family members in decision-making and support networks. It’s about how we function together as a unit and for that, people need to be connected to the needs of others.

    In Korean culture, they have the concept of Jeong, which refers to deep emotional bonds and interconnectedness. Decisions in workplaces are made by considering group harmony and consensus, communities provide collective support during times of need, and hierarchical relationships foster mentorship and collaboration, creating an environment focused on mutual support rather than competition.

    Many of these cultures have changed or are changing because of exposure to Western ideals, but in their essence, they’re collectively focused. Individuals are well when the group is well. Of course, self-doubt is more of a feature in individualist societies. Why wouldn’t you doubt if all you had to rely on is little old me? But when we feel our place in the eyes of another, we get this superpower, we remember we have something unique to give. They see something in us, and we’re better for it. There is no doubt in that moment, we know in our bones that we are part of something much bigger.

    The Power of Connection

    This is the same reason that in bombings of England in WW2 actually lowered psychiatric admissions. It sounds totally counterintuitive, but it’s true. As much as the British government was preparing for much worse psychological suffering, the reverse happened. People had to pull together, and because of that psychological suffering, on the whole, was alleviated. In Mark Freeman’s book, “Priority of the Other,” he recites examples where the other only comes into focus under extreme circumstances like war and all manner of calamity.

    In one such story, a firefighter, during a dangerous rescue operation, makes a critical decision to save a child from a burning building. The firefighter does not exit the burning, and another goes in to rescue him. Another three followed, and none came out. The worst part about it was that there was no child to save. The town fell into terrible grief, but it was in that moment that they felt their unity, the priority of the other coming into focus. But he argues, do we need to wait for disaster to feel these positive effects of unity? So far, it’s an open question, and it just may be that we are the ones that answer the question in the way that we lead our lives.

    Much like the underworld of mycelium, there are infinite networks connecting the underground world, all part of the same life-giving project. Being connected to that field, that is what we are, is the antidote to doubt. You couldn’t doubt life itself, could you? And yet we forget that same force of life is inside us and not at all personal to us. It’s the fabric that runs through everything. Would you doubt that a river would keep flowing downstream?

    Practical Strategies for Dealing with Doubt

    They see something in me that I may not be able to see is what makes it possible to embody that quality. Now, you might say, well, that puts me in a bind because I had none of that. No one saw any glimmer of who I was, I had no chance of coming into that. Does my life need to depend on other people seeing me? Strange and powerless as it may sound, I would argue yes. We do actually depend on other people giving us a sense of belief in ourselves. We only exist in relationship. We give each other our belonging, as much as we give it to ourselves.

    Returning to my own story, what did I do with all that doubt? The first thing that occurred to me is just to recognise doubt is in the room and it may not be as personal as it feels. I said to myself, mine is mine and hers is hers, and there is a pretty big piece of it that is neither of ours.

    Second and most important, I remembered the people in my life that know me well and affirm who I am and what I aspire to become.  I remembered my grandfather and how he used to look at me, the belief his eyes conveyed. He knew my behaviour fell short sometimes, but he never stopped believing in me. These are the bonds that are the antidote to our doubt, including  the most important of all – our own relationship with ourselves. 

    In our journey through self-doubt, we’ve explored its roots in individualistic cultures and contrasted them with more collaborative societies. We’ve seen how connection and community can be powerful antidotes to the isolation that breeds uncertainty. From the Ubuntu philosophy to the unexpected unity found in wartime London, we’ve discovered that our strength often lies in our bonds with others.

    As we navigate our own seas of doubt, let’s remember that we’re not alone in this struggle. The very fabric of life, like the interconnected mycelium beneath our feet, reminds us of our inherent connection to something greater than ourselves. Perhaps the key to overcoming self-doubt isn’t found in striving for individual perfection, but in recognising our place within a larger whole.

    So the next time doubt creeps in, remember this: seek out those who see the best in you, just as my grandfather did for me. Cultivate relationships that affirm your worth and potential. And most importantly, recognise that your doubts don’t define you – your connections do. In embracing our interdependence, we not only combat our own doubts but contribute to a culture where everyone can thrive.

    After all, in the grand tapestry of life, we are all threads – unique, essential, and unbreakably linked. We can weave a world where doubt has less power, and where the strength of our connections serves the whole.