Overview of the Strategist, Alchemist, and Ironist Action Logics

Barrett C. Brown, PhDc | August 5, 2011

This document is extracted from the following dissertation:

Brown, B. C. (2011) Conscious leadership for sustainability: How leaders with late-stage
action logics design and engage in sustainability initiatives. Human and Organizational
Systems. Santa Barbara, Fielding Graduate University.

The Strategist Action Logic

The central goal of the Strategist is to become the most one can be. Strategists focus

on self-development, self-actualization, and creating a meaningful, coherent, and objective

self-identity. They generally display high self esteem and a sense of empowerment (Cook-

Greuter, 1999).

Strategists are preoccupied with justice and development (Cook-Greuter, 1999). Three

domains of social engagement fascinate them: personal relationships, organizational

relations, and national and international developments (Rooke & Torbert, 2005). Related to

this, they are often committed to helping others develop. This comes from a conviction that

higher development is better and closer to truth (Kegan, 1982), as it provides a less distorted

and more realistic view of oneself and the world. Strategists also tend to believe that higher

development allows one to create more effective, sophisticated arguments, and that in an

increasingly complex global theatre, higher development is needed for adequate functioning.

Strategists consistently seek feedback from others and the environment as fuel for their own

growth and deepened understanding of the world. Aware of their own power, they may be

tempted by it (Ingersoll & Cook-Greuter, 2007).

Strategists have considerable insight into themselves and others. By this stage, they

tend to have found relative balance between their inner and outer worlds, between body and

mind, and with thoughts and feelings. They are aware of their body/mind as a system, and

recognize how their interpretations of internal and external reality are context dependent. The

deepened self-insight of Strategists brings increased awareness of conflicting aspects of

themselves. Yet rather than despair at not knowing who they truly are, as an Individualist

might do, they are able to own and then integrate these sub-identities and shadow aspects into

a coherent, new core identity (Cook-Greuter, 1999). This enhanced ability to see and respond

to paradox and contradiction in themselves can also be employed to work with systems in the

external world: Strategists are able to respond to conflicting needs, dynamics, and duties in

continually changing contexts (Ingersoll & Cook-Greuter, 2007).

Strategists generally take a systems view of reality. Cognitively, they are

metasystemic thinkers and can comprehend multiple interconnected systems of relationships

and processes, including within themselves (Cook-Greuter, 1994, 1999). This enables them to

perceive systems of systems. The time frame for their thinking tends to be within their own

history and to the extent of their lifetime (Cook-Greuter, 1994, 1999). Strategists are

grounded in a recognition of higher principles, beyond the relativism of Individualists

(Ingersoll & Cook-Greuter, 2007). They often work to create principles and practices based

in ethics that serve more than individual or organizational interests (Rooke & Torbert, 2005).

They recognize the social construction of reality, but take a less relativistic view of it,

recognizing its complexity and natural hierarchy. They can, as a result, make principled

choices and commitment in the face of relativism. Rather than believing that there is an

absolute truth, or that it is all relative, Strategists believe that truth can be approximated and

strive to do so. Strategists use reasoning and rational analysis, supported by some intuition, to

assess, evaluate, judge, compare, measure, predict and, ultimately, to know (Cook-Greuter,

1999).

Strategists account for just 4-5% of the adult population within the U.S. and Europe

(Cook-Greuter, 1999, 2004). As leaders, they often have socially conscious business ideas

that they execute collaboratively, integrating idealist visions with pragmatism, principle, and

timely actions. When leading, Strategists reframe situations, consciously leveraging language
to reinterpret reality such that decisions are made in service of overall principles, strategy,

integrity and foresight (Cook-Greuter, 2004). They focus on organizational constraints and

perceptions, discussing and striving to transform them (Rooke & Torbert, 2005). Strategists

are particularly sensitive to unique market niches, the historical moment, and larger social

movements. They also strive to go beyond win-lose scenarios to create ―positive-sum‖

games, in which many win (Ingersoll & Cook-Greuter, 2007). Strategists are able to generate

personal and organizational transformations. This arises partly from their ability to create

shared visions across different action logics that inspire both individual and organizational

transformation. Strategists also tend to be more comfortable with conflict than other action

logics, and are better at managing people‘s natural resistance to change. All of these qualities

increase their potential to be highly effective change agents.

For a summary of the capacities that research suggests emerge or are strengthened at

the Strategist action logic, see Table 1.

Table 1
Capacities proposed to be accessible to those with a Strategist action logic
Capacity
Cognitive Capacities
Create a new core identity (Cook-Greuter,
1999)
Be more honest with self, and open to try
new thoughts, feelings, behaviors (Joiner &
Josephs, 2007)
Engage a systems view on reality and
oneself (Cook-Greuter, 2000)
Expand from situational awareness to
global scope (Joiner & Josephs, 2007)
Recognize mutual causality in human
interactions (Joiner & Josephs, 2007)
Explore meaning making itself (Cook-
Greuter, 2000)
Increasingly access intuition (Cook-
Greuter, 1999)
Intentionally enter ―flow‖ states
(Csikszentmihalyi, 1990) (Joiner &
Josephs, 2007)
Unite and integrate ideas (Loevinger, 1976)
Create visions with increasingly extended
time frames and more profound purposes
(Joiner & Josephs, 2007)
Affective Capacities
Experience internal conflict with more
awareness; less resistant to it, more
courageous to face it (Loevinger, 1976)
Accept oneself more deeply (Joiner &
Josephs, 2007)
Access a broader range of feelings in a
sustained, direct way (Joiner & Josephs,
2007)
Comments
―Own‖ contradictory parts of themselves,
integrate previously compartmentalized sub-
identities into a new whole
Willingness to experiment with new ways of
being and proactive about learning from it
See reality and self as an interconnected whole
or system rather than aggregate of separate,
well-defined elements
Deeper recognition of the human experience
everywhere, including its relatedness, and
interdependence with the natural environment
Awareness that all organizational/collective
processes and results are created by the
simultaneous action of many elements
Inquire into the dynamics and processes of
how we know what we know
As a complement to rational analysis and
reasoning
Even during mentally complex and
emotionally charged challenges
Especially those that appear as incompatible
alternatives to those with earlier action logics
Driven by a desire for greater personal
fulfillment and commitment to live life
authentically, expressing deepest potentials
Clarity on shadow aspects of self and the
cycling of, e.g., assertive & reflective voices;
Cope, transcend, or reconcile with conflict
Allows for the experience of vulnerable
feelings, freeing oneself from reacting to them
Allowing thoughts and feelings to consciously
flow without judgment or fixation
Remain present longer with disconcerting
feelings (Joiner & Josephs, 2007)
Hold an increased sense of purpose to
express deeper talents in service of
enhancing others‘ lives (Cook-Greuter,
1999; Torbert, et al., 2004)
Empathize more deeply, be more tolerant
of, and show interest in, other perspectives
(Joiner & Josephs, 2007)
Highly tolerate ambiguity (Loevinger,
1976; Nicolaides, 2008)
Behavioral Capacities
Enter deeply into different, multiple frames
of reference, perspectives; reframe &
reinterpret (Cook-Greuter, 1999)
Ground actions in principles rather than
rules (Torbert, et al., 2004)
Engage in timely action in service of
transformative change (Torbert, et al.,
2004)
Better support organizational
transformations (Torbert, et al., 2004)
Deal with conflicting needs and duties
(Cook-Greuter, 1999)
Consciously allow others to make mistakes
(Torbert, et al., 2004)
Build truly collaborative relationships
(Joiner & Josephs, 2007)
Express more spontaneously (Loevinger,
1976)
In self, and with others; able to metabolize
difficult emotions more easily
A strong commitment to generativity; creating
a meaningful life often requires increased
courage as well
Leads to a deeper capacity for understanding
other cultures, subcultures and ethnic groups
Ambiguity means creative potential; see the
value of being in relationship to it; learn
through ambiguity
Step back from own frame and others‘, and
identify conflict or commonality of frames;
decide which frame is best for the situation
Even when such principles run counter to rules
of their superiors
Recognize that all action facilitates or inhibits
transformational change in others‘ action
logics; ‗what action is timely now to whom?‘
Grow businesses in size, and improve
profitability, quality, strategy and reputation
Especially in constantly shifting contexts
To serve their greater alertness and capacity
for single-, double-, triple-loop self-correction
Characterized by authentic expression and
working through of real differences
Light touch, humor; vivid, convincing feelings
combining genuineness and intensity
The Alchemist Action Logic

The central goal of an Alchemist is to be aware (Cook-Greuter, 1999). Alchemists‘

focus is on the interplay of perception, thought, feeling, action and effects. They are deeply

conscious of the complexity of meaning making, systemic interactions and dynamic

processes. This enables them to consistently note the influences from and impacts on

individuals, institutions, cultures and history (Ingersoll & Cook-Greuter, 2007).

Alchemists experience and struggle with a paradox of being. They understand

themselves to be both ―a rational, separate individual locus of consciousness [yet also feel]

interconnected and part of a deeper, non-individualized, all-pervasive consciousness‖ (Cook-

Greuter, 1999, p. 85). This is exemplified in their new relationship to meaning making:

Alchemists can perceive the structure of their own thinking processes and, by doing so,

recognize the fundamental limitations of both rational thought and language itself. They see

that many of their mental habits are ―programmed‖ and automatic. The very acts of thinking,

expecting, defending, and fearing are seen as problematic, partial defenses against knowing

the impermanence of the embodied self. For Alchemists, the process of meaning making is

always inadequate. They understand meaning as constructed from increasingly complex

theories that arise from the reification and segmentation of reality. Yet they perceive reality

to be an ever-changing, dynamic flux of phenomena and can sense the unitive nature of it.

Alchemists recognize that, ultimately, the meaning making process can never accurately

articulate reality (Cook-Greuter, 1999, 2005). As Cook-Greuter (2005) notes:

This is the first time in development that the ego becomes transparent to itself.
Final knowledge about the self or anything else is seen as illusive and
unattainable through effort and reason because all conscious thought, all
cognition is recognized as constructed and, therefore, split off from the
underlying, cohesive, non-dual truth….They realize that the pursuit of
objective self-identification and rational, objective explanations of the
universe are futile—artifacts of our need to make permanent and substantive
that which is in flux and immaterial. (pp. 28-29)
 While recognizing the limitations of rational thought, Alchemists also experience an

increased capacity to access and draw insight from non-rational sources of information.

Intuition, bodily states, feelings, dreams, archetypal and transpersonal material become founts

of knowledge that complement rational thinking and support their ability to make sense of

experience and find meaning (Cook-Greuter, 2005). For them, time and events are not simply

linear, digital and literal, but symbolic, analogical, and metaphorical (Torbert, et al., 2004).

Their language is usually complex, vivid, authentic, and playful. It can also be raw or direct,

due to less of a perceived need to impress (Cook-Greuter, 2005).

Alchemists are committed to personally and spiritually transforming themselves and

support others in their life quests (Cook-Greuter, 2004). They are the first action logic to

perceive all experience fully in terms of evolution and change (Cook-Greuter, 2005). They

operate in a time-frame well beyond their own lifetime, a realm that transcends their own

culture, and they hold a global-historical and evolutionary perspective on life (Cook-Greuter,

1999). They are even more sensitive and capable than Strategists of understanding others in

developmental terms. Alchemists tend to have finely-tuned interpersonal skills and a superb

ability to offer insight into others‘ complex and dynamic personalities (Cook-Greuter, 2005).

Part of Alchemists‘ commitment to transformation of self and others may come from

their sensitivity to the continuous ―re-storying‖ of who one is (Ingersoll & Cook-Greuter,

2007). By taking a different perspective, one can tell another story, give different meaning to

an event, and then change and evolve one‘s stance to it. Alchemists can be deeply empathic

and offer this sort of transformational, non-distorted feedback. They are also more able than

any other action logic to deeply access their own past ways of meaning making. This enables

them to tailor their communications and actions to others‘ meaning making system, relating

to both ―kings and commoners.‖ By optimally adjusting their style, Alchemists can support
others with empathic listening, challenging ideas, reframing of experiences, new stories, and

encouragement to push the boundaries of how they make meaning (Cook-Greuter, 2005).

1-2% of the adult population within the USA (the only place where large samples

have been taken) are estimated to be Alchemists (Cook-Greuter, 1999, 2004). As leaders,

they often build their own novel organizations or work alone doing what they feel is their

greatest contribution to humanity (Cook-Greuter, 2005). Alchemists have an extraordinary

capacity to simultaneously manage and respond to many situations, at varying levels (Rooke

& Torbert, 2005). Many times they engage in multiple organizations, striving to align

personal, organizational, societal, and global goods (Torbert, et al., 2004). They enjoy roles

as catalysts or transformers, and may work to make organizations self-transforming and self-

organizing, so that they are no longer needed (Cook-Greuter, 2005). One of their greatest

strengths is their ability to renew or reinvent themselves and organizations in historically

significant ways. They can seize unique moments in an organization‘s history, create symbols

and metaphors that touch people‘s hearts and minds, and generate mythical events that

reframe situations (Rooke & Torbert, 2005; Torbert, et al., 2004).

For a summary of the capacities that research suggests emerge or are strengthened at

the Alchemist action logic, see Table 2.

Table 2

Capacities proposed to be accessible to those with an Alchemist action logic

Capacity Comments
Cognitive & Affective Capacities
Be more self-aware and mindful than ever; Strong interest in and access to direct,
more easily access flow states and witness present-moment awareness of five senses,
consciousness (Cook-Greuter, 1999; Joiner & inner sensations, thought processes,
Josephs, 2007) emotions
Recognition of ego‘s clever machinations at
See the ego itself; see through one‘s attempts
self-preservation; recognition that all
at meaning making; let go of automatic habits
cognition is constructed and split from non-
of mind & heart (Cook-Greuter, 1999, 2000)
dual truth
Regularly access ―next step intuitions,‖ Inner promptings and insights that support
archetypal and other transpersonal material alignment with one‘s purpose and provide
(Cook-Greuter, 2000; Joiner & Josephs, 2007) guidance
Hold an alert and relaxed present-centered A bare awareness, without mental
awareness from moment to moment (Joiner & description or evaluation, leading to subtle
Josephs, 2007; Torbert, et al., 2004) feelings of wonder
Engage an even deeper sense of purpose than Palpable, genuine intention to serve; an
ever before (Joiner & Josephs, 2007) enlivened sense of goodwill
Recognition of an ―always present‖
Be in communion with and surrender to
ambiguity and willingness to surrender to
ambiguity (Nicolaides, 2008)
learning from within it
Behavioral Capacities
A subtle form of stakeholder agility
Exhibit an enhanced ―power of presence‖ grounded in the present-moment; using
(Joiner & Josephs, 2007; Torbert, et al., 2004) personal spiritual energy to support
collaborative action inquiry
Present-centered embrace of both
Leverage an integrated power style (Joiner & assertiveness & receptiveness; allows a
Josephs, 2007) playful, artistic approach to wielding
different types of power
More frequently and easily access To resolve intractable mental / emotional
―synergistic intuitions‖ (Joiner & Josephs, conflicts in service of all; based on surrender
2007) to the direct experience of ―not-knowing‖
See more deeply into the human dimension of Supporting one to work with the subtle yet
the environment (Joiner & Josephs, 2007) significant dynamics in a situation‘s context
Attune profoundly to self and other, Ability to empathetically attend to the views
simultaneously (Cook-Greuter, 2000; Joiner and interests of another, and also maintain
& Josephs, 2007) awareness of one‘s own bodily presence
More effectively hold and manage many Work simultaneously with the local and
conflicting frames, perspectives, emotions,
possibilities (Joiner & Josephs, 2007; Torbert,
et al., 2004)
More deeply meet and accept people ―where
they are‖ (Cook-Greuter, 2005; Torbert, et al.,
2004)
global; hold multiple stakeholders‘ positions
with empathy, even under highly stressful
situations
Meet each situation at the pace and in the
action-logic of the person or group with
whom one is interacting

Due to seeing all experience in terms of

Give transformational, non-distorted feedback change and evolution, finely-tuned
(Cook-Greuter, 2005) interpersonal skills, and insight into the
complex nature of the personality

The Ironist Action Logic

The Ironist action logic is still under study. Early research suggests that this stage of

meaning-making may represent the emergence of a universal or ego-transcendent

perspective. Cook-Greuter uses the term ―Unitive‖ for this stage of ego-development. She

notes (2000, p. 228) that Maslow coined the term to describe people who can ―simultaneously

perceive in the fact – the is – its particularity, and its universality. To see it simultaneously as

here and now, and yet also as eternal‖ (Maslow, 1971, p. 111).1 The Ironist represents a step-

change from how earlier action logics perceive reality. Rather than see solely through the

self‘s perspective and via the medium of language, Ironists hold a cosmic or universal

perspective that is post-symbolic or post-representational. This means that they experience

themselves and all others as aspects of a constantly evolving humanity that are embedded in a

creative ground. At times, reality for Ironists is deeply experienced as an undifferentiated

phenomenological continuum. Use of language, or any form of objectification, is an

abstraction that filters raw, subjective experience (Cook-Greuter, 1999, 2005). ―Every object,

word, thought, feeling and sensation, every theory is understood as a human construct:

separating out, creating boundaries where there are none‖ (Cook-Greuter, 2005, p. 34).

1
Cook-Greuter has noted the difficulty of choosing labels for the stages of ego-development. She personally
does not find the Ironist label ―especially fruitful‖ for characterizing individuals at this stage after the Alchemist,
and her preference is the Unitive label (Cook-Greuter, 2005, pp. 36, endnote 10). However, as this document has
been using Torbert‘s framework, I will use the Ironist label to avoid confusion.
Rather than use symbols to represent, reify, or codify reality, Ironists prefer to simply

experience the moment to moment arising of consciousness. Cook-Greuter calls this ―a post-

representational, immediate apperception of reality‖ (Cook-Greuter, 2000, p. 238).

The central goal of an Ironist is to be. Content with simply being, Ironists assume a

non-controlling relationship to consciousness and are non-evaluative in their focus. They

engage the moment with an integrative witnessing, noticing the flow of experience and

passing of states of mind (Cook-Greuter, 1994, 1999). Ironists effortlessly hold multiple

perspectives and can shift across various states of awareness with ease. Unlike any earlier

action logic, they can remain consistently aware of their thoughts, feelings, behavior,

perceptions, and states of alertness (Cook-Greuter, 1999).

Due to the Ironist‘s sense of embeddedness in nature, they perceive birth, growth,

death, joy, pain and all other aspects of reality as naturally occurring patterns of change in the

flux of the time-space continuum. This leads to a profound acceptance of self and others as is,

in a non-controlling way. By seeing the unity of being that is the essence of all existence,

while also cherishing the unique humanness of every person, Ironists honor and respect

others, not needing them to be different than they are (Cook-Greuter, 2005).

With respect to leadership or change agency, very little is known about Ironists.

Representing less than 1% of the general population, they are rarely found in formal

leadership positions.2 Torbert (1987) contends that the Ironic leader is lower profile than

other leaders, more indirect and impersonal. Yet such a leader‘s focus is likely to be on the

institutionalization of developmental processes, creating what Torbert calls ―Liberating

Disciplines – structures that would simultaneously make sense to organizational members at

various stages of development and invite developmental transformation‖ (Torbert, 1987, pp.

216-217). He continues on to explain the name Ironist:

2
In a large-scale study in the USA, only 0.5% of the adult population was assessed as Ironists. In studies of
managers, supervisors and consultants in the USA and UK, less than 1% were found to hold this action logic
(Cook-Greuter, 1999, 2005).
 Ironies are, not surprisingly, a hallmark of the Ironic style. The distances and
tensions between the ideal and the actual, between one‘s inner awareness and
outer performance, between self and others are accepted as an essential
condition of life, to be transformed in particular instances but never
obliterated…[T]he Ironic leader‘s responsibility is to cultivate a quality of
awareness and action that highlights the dynamic tensions of the whole
enterprise – not so starkly as to engender terror and hopelessness – but rather
in just the tones that can make their significance visible to other members and
will challenge them to higher performance and further development. (p. 218)

Ironists hold a time frame based in eternity. For them, the entirety of the earth‘s

history and future interpenetrate in the present moment. Because of their fluid, transcendent

self-sense, they tend to be comfortable with ―not-knowing‖, and do not show the anxiety that

the unknown can catalyze for earlier action logics. They feel ―at home‖ in constant flux and

change (Cook-Greuter, 1999; Ingersoll & Cook-Greuter, 2007).

Ironists can be perceived by others as aloof and insufficiently engaged in the concerns

and goals of a common humanity. Ironically, they deeply care about the essential dilemma of

the human condition and work for justice, fairness, and benevolence towards all. More than

any other action logic, they feel tolerance, compassion, and an affiliation with all forms of

life. Unseen to their critics, Ironists often serve as catalysts in the development of others. By

knowing themselves as embedded in a creative ground, they embody and transmit a deeper

security of being than is possible through a rationally-generated self-identity. They offer to

others an example, or a template, of being what they are, without excuses. This challenges the

conventional preconceptions of others about what it means to be a mature adult (Cook-

Greuter, 1999, 2005).

In contrast to other action logics, Ironists often have intense, yet non-demanding

relationships with people, no matter the other‘s action logic, age, gender or other

identifications. They see dignity in all manifestations of life and deeply honor both a person‘s

essence and their individuality. As a result, Ironists can make others feel worthy and whole

(Cook-Greuter, 2005).
 For Ironists, inner conflicts and competing external demands need not be resolved or

denied; they are simply part of the ever-changing flux of being and need only be witnessed.

As a result, Ironists are not driven to be one way or another, or accomplish a certain state.

They let go of the unattainable and hold a non-attached, impersonal stance. Yet rather than

leading to passivity, this stance enables a stronger, more direct and powerful engagement

when action is needed. This openness enables access to a truth that is imminent in the

universe yet cannot be grasped with only rationality (Cook-Greuter, 1999, 2005).

By being completely open to an unfiltered experience of reality, Ironists can be in

tune with truth and beauty and have visionary experiences. That is, they can comprehend

things in a holistic way, effortlessly beholding both the whole and its constitutive variables

simultaneously. This visionary quality is complemented with an ability to use the rational

mind for further understanding. For Ironists, rational awareness is no longer considered a

limiting constraint. Rather, it is perceived as another phenomenon of consciousness that is in

the background or foreground, depending upon the focus of attention. Ironists draw upon

multiple methods of knowing such as contemplation, intellect, and intuition, without

overvaluing any of them. Ultimately, Ironists are able to directly know and perceive in a non-

symbolic way as they subjectively experience and witness the continuous flux of

consciousness (Cook-Greuter, 1999, 2005).

For a summary of the capacities that research suggests emerge or are strengthened at

the Ironist action logic, see Table 3.

Table 3
Capacities proposed to be accessible to those with an Ironist action logic
Cognitive, Affective & Behavioral Capacities
Capacity
Hold a universal, unitive, or cosmic
perspective; feel embedded in nature and
literally at one with other beings (Cook-
Greuter, 1999, 2005)
Cross-paradigmatic and trans-rational
cognitive operations; embrace unitive
concepts (Cook-Greuter, 1999, 2005)
Have trans-rational, visionary experiences
(Cook-Greuter, 1999, 2005)
Multiperspectival; effortlessly able to hold
multiple points of view simultaneously
(Cook-Greuter, 1999, 2005)
Hold a stable, posrepresentational, immediate
perception of reality (Cook-Greuter, 2000)
Be highly mentally flexible and open to on-
going experience; attuned to whatever enters
awareness (Cook-Greuter, 2000)
Behold the whole simultaneously with its
constitutive elements (Cook-Greuter, 1999,
2005)
Embrace polar opposites on both a cognitive
and affective level (Cook-Greuter, 2000)
Deep empathy, tolerance, compassion for
beings at all stages of development and all
manifestations of life (Cook-Greuter, 1999,
2000, 2005)
Operate within an expansive time frame and
realm that includes all past and future in the
universe
Be at ease with a fluid, open-ended self-
identity (Cook-Greuter, 2000)
Accept themselves and reality ―as is‖ in a
non-controlling way (Cook-Greuter, 2000,
3
The phrase ―ontologically the same, epistemologically different‖ I first heard from Ken Wilber (personal
communication via Gail Hochachka, August 7, 2010).
Comments
They consistently experience themselves and
others as embedded in the creative ground, as
part of ongoing, evolving humanity; this
offers a vast mental space to roam
Represents a new way of knowing that can
hierarchically supersede and integrate all
previous knowledge and epistemologies
Instantly comprehend things in a holistic
way, yet also use the rational mind at will
Based upon a witness perspective that is
centered in the higher Self, not in the ego
Witness the arising of each moment, without
filtering it through language or discursive
thinking to identify, codify it
Derived from being able to let go of the
judgment habit; tendency to witness, rather
than label and judge experience
Able to concurrently perceive the eternal and
symbolic meaning of anything, as well as its
concrete, limited and temporal aspects
For example, good and evil, joy and regret
understood as ontologically the same, but
epistemologically different3
Profound respect for the humanness in
everyone and the essence in everything, no
matter who or what they are, not needing
them to be different
Grounded in eternity and the space/time
continuum
Comfortable with ―not knowing‖ who they
are
Deep tolerance of the continually changing
experience of moment to moment reality
2005)
Regularly experience, integrate, and make They experience self-transcendence in the
use of transcendent, peak experiences (Cook- witnessing state that deepens their sense of
Greuter, 2000) embeddedness and belonging
Witness the efforts of the ego as it contracts
The sense of separation of self from others is
and strives to be seen as important and
experienced as an illusion, developed by the
permanent and defends against its fear of
ego to safeguard its future
death (Cook-Greuter, 1999, 2005)

See ambiguity as a ―door in each moment‖, a

Seek out, generate, and work with ambiguity
doorway into potential; collaborate with
to bring forth latent potential and mutually
ambiguity to co-create out of emptiness or
create reality (Nicolaides, 2008)
creative ground

This section has summarized research on the characteristics and capacities of Strategists,
Alchemists, and Ironists, the three most mature action logics in the Loevinger/Torbert
framework.
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