ABSTRACT
This chapter discusses the interaction between the "human being" and the "leader". It describes the different kinds of knowing, offering its conjectures regarding the type of knowing that a leader must practise in order to be able to handle a traumatic social situation, which demands endless sacrifice. The chapter draws on some of the work of Israel Foulkes regarding the concept of the "foundation matrix", which refers to relationships, values and norms, and patterns of communication. A society that suffers chronic traumatisation requires containing leadership. The chapter presents some types of knowing and addresses the question of which of them is most pertinent and appropriate for a leader in times of distress and accumulative traumatisation. This is the arrogant knowing of one who believes himself to be omniscient, who, confident that he possesses all knowledge, rests easy on his laurels. Professed knowing distracts from, and even disguises, the pains that are difficult to face.
