You expect us to do what?!?
(What Psyche teaches teams about
work that looks simply impossible)

This article is an extended exploration of this Greek myth as sensemaker, first introduced in a previous article.

Psyche’s trouble starts with something that looks like good fortune. She is so beautiful that people stop honouring Venus and travel instead to admire Psyche, until Venus’s altars sit cold and neglected. Venus, enraged at being upstaged by a mortal, sends her son Cupid to make Psyche fall in love with something monstrous. Cupid takes one look at her and instead falls for her himself, and marries her in secret, visiting only at night, on the single condition that she never tries to see his face. Psyche keeps that condition happily, until her own sisters, eaten up by envy at the palace and the unseen luxury she now lives in, convince her that her husband must be the monster the prophecy warned about after all. She lights a lamp to look at him while he sleeps. He wakes, sees the lamp, and flees.

What undoes Psyche isn’t one hostile force. It’s two, coming at her from completely different directions. Venus is a goddess, a genuine external power with reason to resent her, the ‘green-eyed monster’ with real institutional standing. But it’s Psyche’s own sisters, people she trusts, who actually talk her into breaking the one condition she’d been keeping. It’s instructive to consider that, no matter how cynical it may sound, undermining rarely comes from only the obvious direction. It often comes simultaneously from someone with institutional power above and someone personally close beside you – and the latter is usually harder to anticipate.

To win Cupid back, Venus sets Psyche four tasks designed to be impossible:

  • sort an enormous mixed heap of grain before nightfall
  • gather wool from vicious rams
  • fill a flask from the treacherous River Styx
  • descend to the underworld itself to retrieve a box from Persephone

She survives every one of them, and in each case the help that saves her comes from somewhere she had no reason to expect: ants that sort the grain unasked, a reed that whispers the safer approach to the rams, an eagle that fills the flask where no human hand could manage it. Even after finishing the last, hardest task, curiosity gets the better of her once more. She opens the forbidden box and falls into a deathlike sleep, rescued only when Cupid himself finally intervenes directly.

What Psyche’s ordeal teaches a team is twofold. The first is what work that looks genuinely impossible is actually asking for. That is, not a hero, but the ordinary, unglamorous capacities already sitting in the room, the person who’s good at exactly the unglamorous part of the problem nobody’s thought to ask, waiting to be used rather than waited past. Psyche doesn’t complete a single task through her own strength alone. She completes them by recognising help that didn’t look like help at first.

The second is about where the threat to a promising piece of work actually comes from. It’s rarely just the obvious rival or the openly hostile authority. It’s often the trusted colleague, the well-meaning peer, who plants the doubt that a more distant critic would never have suggested. A team protecting something genuinely good is wise to ask who has both the closeness and the motive to undermine it, inadvertently or otherwise, and not just who has the obvious institutional motive.

In the Jungian tradition, the myth describes individuation – the difficult, necessary movement toward psychological wholeness through facing, rather than avoiding, what has been split off and pushed into darkness. The impossible tasks aren’t obstacles in the way of Psyche’s growth. They are the growth, and the help that keeps arriving from unexpected quarters is the myth’s insistence that nobody does this entirely alone, however solitary the task looks from inside it.

One practice worth trying.

When a piece of work looks genuinely impossible, before assuming it needs an expert or a ‘hero’ brought in from outside, ask the team directly, “Who here already has a strange, specific, previously unremarkable skill that might actually solve this?” The ants, the reed and the eagle were never impressive by the palace’s usual standards.

Separately, when something in the team is going well, ask a harder question, “Who’s closest to this, and could their doubt land in a way a stranger’s never would?” Not out of suspicion, but because the myth is fairly insistent that the second threat rarely presents itself as a threat at all.

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Sources

Fry, S. (2018). Mythos: The Greek myths retold. Penguin/Michael Joseph.

Apuleius. (1998). The Golden Ass (E. J. Kenney, Trans.). Penguin Classics.

Jung, C. G. (1959). The archetypes and the collective unconscious (R. F. C. Hull, Trans.). Routledge & Kegan Paul.

Neumann, E. (1956). Amor and Psyche: The psychic development of the feminine: A commentary on the tale by Apuleius (R. Manheim, Trans.). Bollingen Foundation/Pantheon Books.

 

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