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Tangleology™ and Untangling

Have you ever faced a challenge at work so complex, so politically charged, or so emotionally tangled that no clear path forward emerged—no matter how intelligent the people in the room were?

That's precisely the kind of situation I help leaders untangle.

In fast-moving, high-stakes organizations, complexity doesn't just come from external change. It builds from within, through conflicting agendas, emotional undercurrents, power plays, and unspoken tensions that quietly derail progress. I coined the terms Tangleology™, Organizational Tangles®, and Leadership Tangles® to describe the invisible but powerful dynamics that block clarity, collaboration, and performance.

Tangleology is my term for the art and science of identifying the often-hidden human dynamics, such as misalignment, power plays, unspoken tensions, and political landmines that sabotage performance and can be untangled. 

Untangling is the process of surfacing, decoding, and transforming these hidden forces, so leaders and teams can stop spinning their wheels and start solving problems. It's about freeing up stuck energy and redirecting it toward strategic execution, cultural cohesion, and leadership evolution.

The Research Behind the Method

My doctoral research study focused on unspoken and hidden dynamics lurking in every organization and uncovered a critical insight: People interpret complexity through the lenses of personal power and competence—both their own and others'. These interpretations are deeply intertwined with the language used, stories told, and emotional reactions, often at a micro-level and well below conscious awareness. The interpretations contribute to "us" vs. "them" thinking and behavior.

What starts as a difficult situation quickly becomes tangled when emotions run high and clarity is lacking.

We respond—usually without realizing it—by taking what I call tangling actions: Stonewalling, criticizing, threatening, avoiding, confusing, defending, or retreating.

These behaviors protect us, but they also block progress.

Alternatively, leaders who develop the awareness and capacity to pause and reflect can choose "untangling actions," such as asking, listening, appreciating, sharing, offering, and collaborating.

These small moves, repeated over time, transform the social fabric of leadership from reactive and divisive to strategic and connected.

The Neuroscience of It All

Neuroscience confirms what my research revealed: We're wired for connection—but also for protection.

Our brains scan constantly for social threats and rewards.

Threats (even subtle ones) light up our limbic systems five times more than rewards.

We tend to feel most comfortable with those similar to us. We crave certainty, autonomy, and equity. All of these social domains are threatened when things become chaotic and uncertain. We become afraid. We experience negative emotions, which in turn lead to unproductive behavior. Alliances form with those deemed similar to us and against those perceived as different. The similarities and differences may be based on factors such as status, power, corporate functions, ethnicity, gender, age, and social perceptions, among others. These alliances can quickly become unproductive subgroups that malign and sabotage others.

The result?
Polarized teams. Risk-averse leaders. Power struggles. Political landmines. And ultimately, stalled results.

The Good News

Once we understand these patterns, we can untangle them.

With the proper awareness, tools, and support, leaders can shift from a reactive to a strategic mindset, from siloed to collaborative, and from a "us vs. them" mentality to a culture of "we."

Untangling isn't soft work—it's the real work of today's leadership.

And when done well, it unlocks clarity, resilience, and capacity at every level of the organization.