'...In every human organisation there is tension between its designed structures, which embody relationships of power, and its emergent structures, which represent the organisation's aliveness and creativity.
Fitjof Capra, The Hidden Connections
The team (a group of people working/playing together) must be:
1. Organisationally closed. Focus, structure and relationships of the team members and supporters determine the organisation's essential characteristics (a sense of what it is and its boundaries).
(Requires consistency and focus / responsiveness and responsibility)
- Common Reference Points - Purpose and objectives, meaning and focus ('starting with why', chaords)
- Structure - levels and organisation of relationships (holarchies, relationship maps, boundary definitions)
- Relationships - inside and outside using the 'common ground' (beliefs, expectations, etc) that supports them (co-creation, relationship maps, levels of maturity) - Value Networks - NOTE: PEOPLE ARE THE TEAM/ORGANISATION NOT A RESOURCE
2. Materially and energetically open. Key resources that support the team/organisation as they flow in and out. And, the internal and external processes that manage them.
(Requires effective and efficient management eg. processes - networks of activities that create value for 'customers'.)
- Essential materials (eg inventory/production)
3. 'Self-creating' and constantly evolving. Even in the most mechanistic organisations, as their environments change so they will change. We all learn and adjust - some are just quicker and more flexible than others!
(Requires adaptability, openness and creativity)
- Evolution, innovation and creativity (eg product development)
- Feedback systems/processes that accurately reflect what is happening and the ability to effectively adapt
- Developing capacity as individuals and team members (continual collective learning - we never arrive)
Where 1, 2, and 3 continually inform each other
Current situation - Clarifying specific challenge or opportunity, its context and current situation
Acceptance - True/deep acceptance and responsibility for the situation. What is being protected/ignored? What are the stories and beliefs?
Reframe - Can the challenge or opportunity now be framed in another way?
Widen focus - reflection and creativity (be still and look at the spaces)
Crystallise - Crystallise (ideas and plans), energise (support from key relationships and resources), implement (adapt and transform)
Feedback and adjust - Collect feedback, monitor, make appropriate adjustments and share learning.
Commercial Sector and Charity Sector
Small, medium and large organisations
- Systems (Business systems design, implementation and management)
- Sales and Account Management (Customer development and management)
- Fundraising and supporter management
- Operations and project management
- Senior management
The following reference points inform the way we look at organisations and how coaching will support teams and members in those teams:
(and transitional processes)