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Scrutinising Beliefs: Where Socrates Meets William Kingdon Clifford

August 30, 2023
Article, Business, Ethics, Improvement, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Scrutinising Beliefs: Where Socrates Meets William Kingdon Clifford

Ah, the age-old quest for knowledge, a journey that invites us to question not only the world around us but also the very fabric of our convictions. In this fascinating exploration, we’ll journey through the philosophic corridors where Socrates, the Athenian skeptic, crosses paths with William Kingdon Clifford, the Victorian ethicist. Brace yourselves for an intellectual romp that’s part epistemology, part ethics, and wholly engaging.

The Cornerstone: Socrates

Socrates, the man who turned Athens into his personal philosophy classroom, is a cornerstone figure in the study of epistemology. Despite never writing a single word himself, his methods and teachings have been immortalised through the accounts of his students, primarily Plato.

Socrates initiated what we know today as the Socratic method—a form of inquiry and debate that’s built on cross-examination. At its core is elenchus, a dialectical technique designed to unravel the assumptions that lie beneath our beliefs. The aim? To reach a clearer understanding of a concept or to unveil the flaws and contradictions in one’s own thinking.

Socrates was famous for his humility, encapsulated by the phrase, “I know that I am intelligent, because I know that I know nothing.” His relentless questioning set the benchmark for what qualifies as genuine knowledge. According to Socrates, beliefs must be able to withstand rigorous scrutiny to be considered knowledge. This sentiment aligns well with Clifford’s future claims, but we’ll get to that in a bit.

The Ethical Dimension: William Kingdon Clifford

Fast forward a couple of millennia to 19th-century Britain, and we meet William Kingdon Clifford, an intellectual powerhouse who added an ethical dimension to our understanding of belief. In his provocative essay, “The Ethics of Belief,” Clifford asserts, “It is wrong always, everywhere, and for anyone, to believe anything upon insufficient evidence.”

According to Clifford, our beliefs are not just personal convictions but ethical obligations. He argues that we have a moral duty to ensure our beliefs are well-grounded, as they guide our actions and shape our impact on society. Believing something without adequate evidence isn’t just intellectually lazy; it’s morally irresponsible.

Where Socrates and Clifford Intersect

What happens when you put Socrates’ relentless pursuit of truth alongside Clifford’s ethical framework? You get a compelling viewpoint: the quest for knowledge isn’t merely an intellectual endeavour but a moral one too. Both philosophers urge us to examine what underpins our convictions. While Socrates focuses on the method of questioning to unearth foundational truths or expose ignorance, Clifford insists that we have an ethical responsibility to do just that.

Both men add invaluable perspectives to the field of epistemology. Socrates kickstarted the conversation, stressing the importance of admitting one’s ignorance as a first step toward gaining true knowledge. Clifford took it a step further, infusing ethics into epistemology by emphasising the moral implications of our beliefs. In essence, it’s not enough to ‘just believe’; one must have sound reasons for those beliefs, grounded in careful thought and evidence.

Conclusion: The Ethics of Collective Assumptions and Beliefs in Organisations

Stepping away from ancient Athens and Victorian England, let’s bring this dialogue into the boardrooms and office corridors of today’s organisations. What happens when the scrutinising lens of Socratic inquiry and Cliffordian ethics is focused on the collective assumptions and beliefs that often go unexamined in corporate culture? The implications are profound.

Just as individuals have a moral and intellectual obligation to scrutinise their beliefs, so too do organisations when it comes to surfacing and reflecting on collective assumptions and beliefs. Whether it’s a company ethos, a mission statement, or the unwritten rules that govern interpersonal dynamics, these collective beliefs shape actions, decisions, and ultimately, the organisation’s impact on society.

In an organisational setting, failing to question and validate collective assumptions isn’t just a strategic misstep—it’s an ethical lapse. Unexamined beliefs can perpetuate inequality, stifle innovation, and even lead to large-scale ethical failures. These are not just abstract notions but real-world consequences that affect stakeholders, employees, and communities at large.

Just as Socrates and Clifford call for individual rigour in belief formation, their philosophies urge organisations to institutionalise a culture of questioning and ethical responsibility. By doing so, organisations not only elevate their ethical standing but also sharpen their strategic focus, rooted in beliefs that have been examined, challenged, and validated.

In a nutshell, scrutinising collective beliefs and assumptions in an organisation isn’t just good governance; it’s a moral imperative. The quest for organisational clarity and ethical conduct is a continuous process—one that requires us to ask tough questions and demand evidence for the answers we receive. When it comes to shaping an ethical and effective organisation, both the questioning and the answers are indispensable.

The Deming Way to Measuring Software Developer Productivity

August 30, 2023
Article, Business, Culture change, Engineering, Management, Memeology, Metrics, Organisational effectiveness, Organisational Therapy, Paradigm shifts, Product development, Productivity, Software Delivery, Software development, Systems thinking, Teambuilding
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The Deming Way to Measuring Software Developer Productivity

Many software folks pay lip service to Bill Deming and his work. Few if any pay any attention to the implications. Let’s break the mould and dive into how the great man himself might look at software developer productivity (a subset of collaborative knowledge worker productivity more generally).

This isn’t just a thought experiment; it’s an invitation to rethink our existing assumptions and beliefs about productivity.

Why Traditional Metrics Don’t Cut It

If Deming could peer over our shoulders, he’d likely be aghast at our fascination with shallow metrics. Lines of code? Bugs fixed? DORA? SPACE? These are mere surface ripples that fail to delve into the depths of what truly constitutes productivity. Deming was a systems thinker, and he’d want us to look at productivity as an outcome of a complex system. It’s influenced by everything from the quality of management practices to the clarity of project goals, and yes, even the standard of the coffee in the break room.

Aside 1

Let’s not get too hung up on staff productivity and the measurement thereof.

Deming’s First Theorem states that:

“Nobody gives a hoot about profits.”

A corollary might be:

“Nobody gives a hoot about software developer productivity.”

Which, drawing on my 50+ years experience in the software business, rings exceedingly true. Despite all the regular hoo-hah about productivity. Cf. Argyris and espoused theory vs theory in action.

Aside 2

While we’ve on the subject of measurment, let’s recognise that measuments will only be valid and useful when specified by and collected by the folks doing the work. I’ve written about this before, for example in my 2012 post “Just Two Questions“.

Aside 3

Let’s remember that the system (the way the work works) accounts for some 95% of an individual’s productivity. Leaving just 5% that’s a consequence of an individual’s talents and efforts. This makes it clear that attempting to measure individual productivity, or even team productivity, is a fool’s errand of the first order.

Here’s the Deming Approach

So, how would the statistician go about this? Hold on to your hats, because we’re diving into an eight-step process that marries statistical rigour with psychology and humanistic care.

1. Understand the System

First things first, get to grips with the holistic view. Understand how a line of code travels from a developer’s brain to the customer. This involves understanding the various elements in the software development lifecycle and how they interact.

2. Define Objectives

Random metrics serve no one. Deming would urge us to link productivity measurements to broader business objectives. What’s the end game? Is it faster delivery, better quality, or increased customer satisfaction?

3. Involve the Team

The people on the ‘shop floor’ have valuable insights. Deming would never neglect the developer’s perspective on productivity. Involving them in defining productivity criteria ensures buy-in and better data accuracy.

4. Data Collection

We’ve got our objectives and our team’s perspective. Now it’s time to roll up our sleeves and get to work on data collection. But this is Deming we’re talking about, so not just any data will do. The focus will be on meaningful metrics that align with the objectives we’ve set.

5. PDSA Cycle

Implementing the Plan-Do-Study-Act (PDSA) cycle, any changes aimed at boosting productivity would be introduced in small, incremental phases. These phases would be assessed for their effectiveness before either full implementation or going back to the drawing board.

6. Feedback Loops

You’ve made changes; now listen. Feedback from developers, who can offer a real-time response to whether the changes are working, is invaluable.

7. Regular Reviews

Productivity isn’t a static entity. It’s a dynamic component of a system that’s always in flux. Regular reviews help recalibrate the process and ensure it aligns with the ever-changing landscape.

8. Leadership Commitment

Finally, if you think increasing productivity is solely a developer’s job, think again. The leadership team must be as committed to this journey as the developers themselves. It’s a collective journey toward a common goal.

The Long Game

Deming never promised a quick fix. His was a long-term commitment to systemic improvement. But the fruits of such a commitment aren’t just increased productivity. You’re looking at more value for your business and greater satisfaction for both your developers and customers. So, let’s stop paying lip service to Deming and start actually embracing his philosophy. After all, a system is only as good as the assumptions and beliefs that shape it.

Changing the Way the Work Works

August 29, 2023
Article, Business, Culture change, Dialogue, Learning, Memeology, Organisational effectiveness, Organisational Therapy
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Changing the Way the Work Works

Following on from my previous post, exploring how culture change is free when we change the way the works works, two pivotal questions emerge:

  1. Why is the way the work works set up as it is?
  2. How to effect meaningful changes in the way the work works?

To delve into these questions, we might choose to examine the intricate relationship between the way the work works and the collective assumptions and beliefs that govern it.

The Underlying Blueprint: Collective Assumptions and Beliefs

The way the work works isn’t established in isolation; it’s a manifestation of the organisation’s collective assumptions and beliefs. Whether intentional or not, these foundational elements influence everything from task allocation to decision-making processes. If you’re puzzled about why the way the work works is set up as it is, your answer lies in your organisation’s collective assumptions and beliefs.

Reciprocity: The Cycle of Influence

The connection between the way the work works and collective assumptions and beliefs is not one-sided. These assumptions and beliefs give shape to the way the work works, which, in turn, reinforces and perpetuates these assumptions and beliefs. For instance, if your work process places a premium on stringent oversight, it likely originates from a collective belief in the need for strong control.

Normative Learning: Unveiling the ‘Why’

Normative learning remains critical for breaking this cycle, as discussed earlier. It serves as a lens through which to surface and reflect on latent assumptions and beliefs, allowing for their questioning and potential alteration. In doing so, you unveil the ‘why’ behind the way your work is structured, thereby paving the way for meaningful change.

Summary

To understand why the way the work works is set up as it is, one must decode the collective assumptions and beliefs that have shaped it. Through normative learning and organisational therapy both, organisations can surface these hidden drivers, laying the groundwork for authentic, sustainable, and cost-free change. Acknowledging and tackling this intertwingledness equips you for implementing changes that are both effective and in sync with your evolving organisational beliefs.

Culture Change is Free When You Change the System

August 29, 2023
Article, Business, Culture change, Learning, Management, Memeology, Organisational Therapy
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Culture Change is Free When You Change the System

Dismiss the notion that culture change requires a budget. In reality, culture evolves naturally when you alter the way the work works. The crux lies in acknowledging that the way the work works is direct consequence of an organisation’s collective assumptions and beliefs. This is where normative learning comes in. Normative learning is not just beneficial but essential for inexpensive cultural change. It’s an avenue through which foundational assumptions and beliefs are scrutinised and potentially revised, making it an indispensable part of the transformation process.

The Reality of Zero-Cost Change

There’s no need for expensive training or consultants to initiate culture change. Such change is cost-free when you surface and reflect on the collective assumptions and beliefs that have shaped your existing systems.

Collective Assumptions and Beliefs

These collective assumptions and beliefs are not mere background noise; they dictate the way the work works. Often overlooked, these underpinnings steer behaviour and decision-making. To improve the way the work works, surface and reflect upon the collective assumptions and beliefs first.

Normative Learning

Normative learning is indispensable for staff and leaders to confront counter-intuitive truths. This leads to a revision of collective assumptions and beliefs, aligning with John Seddon’s assertion that “Change is a normative experience.” Authentic change happens when these collective assumptions and beliefs shift, resulting in behavioural and cultural change.

Systems: Outcomes of Collective Assumptions and Beliefs

Systems are not autonomous constructs; they are the consequences of collective assumptions and beliefs. Modify these through e.g. normative learning, and both the system and culture will adapt without additional expenditure.

Summary

By focusing on the collective assumptions and beliefs that inform the way thje work works in your organisation, culture change is achievable with minimal financial outlay. Normative learning provides an organic and enduring route to meaningful organisational transformation.

The Software Crisis: A 50+ Year Conundrum Waiting for a Paradigm Shift

August 18, 2023
Agility at Scale, Antimatter principle, Attendants, Business, Culture change, Leadership, Management, Memeology, Organisational effectiveness, Paradigm shifts, Product development, Quintessence, Software development
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The Software Crisis: A 50+ Year Conundrum Waiting for a Paradigm Shift

When the term “Software Crisis” was coined in the late 1960s, the software industry was grappling with issues of complexity, reliability, and maintainability. The rate at which technology was evolving seemed to outpace the ability to efficiently and effectively manage software projects. Yet, half a century later, we still find ourselves confronting the same challenges.

The Persistent Nature of the Crisis

Most industries undergo evolutionary shifts, which often transform the landscape and resolve the challenges of the past. However, the software domain remains an anomaly. Instead of outgrowing its initial issues, we find them compounded by the enormous scale and scope of contemporary software development. Despite more advanced tools and platforms, software bugs, project overruns, and scalability issues remain pertinent.

So, why is the software crisis still with us?

The Inherent Complexity of Software

Software is, in essence, abstract and malleable. Unlike constructing a building or manufacturing a car, where there’s a tangible product, software development involves attending to folks’ needs through weaving intricate patterns of logic. As the Needsscape evolves, it becomes increasingly challenging to untangle and reweave the strands.

Furthermore, software isn’t limited by physical laws. While you can keep adding lines of code, each new line tends to increase complexity in a non-linear fashion.(See also: #NoSoftware)

The Economic Incentives

There’s an underlying economic motive to maintain the status quo. Major software corporations, consultancy agencies, educational establishments, and even management gain from the ongoing software crisis.

  • Software Companies: Continuous updates, patches, and new releases mean ongoing revenue. “Perfect”, bug-free software from the outset would reduce the push for upgrades and extended support.
  • Consultancy Firms: A continuing crisis ensures a constant demand for experts to guide, integrate, and sustain various approaches. (Ever seen consultants hired to obviate the Software Crisis?).
  • Educational Institutions: The ever-evolving landscape necessitates continuous learning, translating to enrollment in courses, certifications, and further studies.
  • Management: The status quo often validates management hierarchies and roles. Shaking up the software development paradigm challenges established management statuses and command & control dynamics, which many in management roles find unsettling. Where’s the leadership??

The Need for a New Paradigm

While we’ve seen enhancements in methods and technologies, they don’t directly tackle the root causes of the software crisis. A paradigm shift is essential, but what should it emphasise?

  • People: Centralide the role of people in the software process. Recognise that while tools and technologies are marginally relevant, it’s people and teams who breathe life into software. We might choose to prioritise their well-being, motivation, and skills.
  • Relationships: Emphasise collaboration and communication. Siloed teams and heroic individuals exacerbate challenges. Cross-functional cooperation and fostering an environment where diverse perspectives converge can lead to better solutions.
  • Collective Assumptions and Beliefs: Challenge and revisit the shared beliefs and assumptions in the organisation. Often, outdated paradigms persist because they go unquestioned. By reassessing and updating these, we can pave the way for innovative approaches.

#Quintessence

The enduring software crisis mirrors the challenges inherent in software development and the economic frameworks that have crystallized around it. While vested interests might resist change, history reminds us that transformation is both inevitable and necessary. When the software industry finally experiences its paradigm shift, it will not only resolve its longstanding crisis but also unleash unprecedented avenues for innovation.

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 18 August 2023].

Leaders’ Inconsistencies

August 9, 2023
Antimatter principle, Article, Culture change, Dialogue, Lamentation, Leadership, Management, Memeology, Organisational Therapy, Psychology, Quintessence, Reflections, Relationships, Toxic behaviours
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Leaders’ Inconsistencies

In every institution—whether in politics, business, or broader community contexts—we frequently observe those in authority saying one thing and doing another. It’s not just about broken campaign promises or managers who preach work-life balance while flooding inboxes at midnight. This inconsistency has far-reaching implications, especially when considering the concept of pragmatic legitimacy.

Espoused Theory vs Theory in Action: An Introduction

Chris Argyris’s groundbreaking insights shed light on this phenomenon. He distinguished between “espoused theory” (what people claim they believe) and “theory in action” (how they actually behave). For example, a leader might verbally prioritize team input (“espoused theory”) but may sideline their team in decision-making processes (“theory in action”).

Impacts of Inconsistent Leadership

  1. Erosion of Credibility: A clear disparity between words and deeds erodes leaders’ credibility. When words are at odds with by actions, followers and stakeholders are left questioning the authenticity of the leader’s commitments.
  2. Mistrust and Cynicism: Inconsistent actions breed skepticism. Over time, this could dampen motivation and commitment, leading stakeholders to question the leader’s genuine intentions.
  3. Ambiguity and Misdirection: When words don’t match actions, it creates confusion about actual priorities, making it difficult for subordinates to align their actions with organisational and leaders’ goals.
  4. Organisational Dysfunction: This kind of behavior can fuel conflicts, inefficiencies, and cultivate a culture of disillusionment.
  5. Undermining Pragmatic Legitimacy: Perhaps one of the most profound impacts is on an organisation’s pragmatic legitimacy. When stakeholders perceive that an organisation’s actions aren’t aligned with its stated goals or aren’t beneficial to them, its pragmatic legitimacy is compromised. A lack of pragmatic legitimacy means stakeholders doubt the organisation’s capacity or willingness to fulfill its promises or meet their needs, which can result in decreased support or commitment from these stakeholders.

Bridging the Divide: Recommendations for Leaders

  1. Enhance Self-awareness: Leaders should continuously introspect and seek feedback. Recognizing one’s inconsistencies is the first step to addressing them.
  2. Foster Open Communication: Encouraging an environment where individuals can voice concerns about perceived discrepancies promotes accountability and transparency.
  3. Prioritize Consistency: Leaders should evaluate if they can truly align with what they promise, setting achievable expectations to maintain credibility.
  4. Acknowledge and Amend: When discrepancies arise, leaders should admit them, apologize, and take measures to correct their course.
  5. Continuous Learning: Regular training sessions emphasizing the importance of consistency in leadership can be instrumental.
  6. Lead by Example: If leaders advocate specific values or principles, they must personify them in their actions.
  7. Tend to your pragmatic legitimacy: By becoming more consistent in aligning saying with doing, thereby improving your legitimacy, stakeholders will lend increased support and commtiment to your initiatives and directions.

Navigating the Discrepancies: Recommendations for Those on the Receiving End

It’s often challenging to be on the receiving end of inconsistent leadership. It can be demotivating, confusing, and sometimes even detrimental to one’s mental health. If you find yourself in such a situation, it’s essential to take proactive steps to preserve your well-being and sanity.

  1. Seek Clarification: If you notice a discrepancy between words and actions, ask for clarification. There might be reasons or perspectives you aren’t aware of. By seeking a clearer understanding, you can align your expectations accordingly.
  2. Maintain Open Communication: Foster an environment where you feel empowered to communicate your feelings and perceptions. This not only helps you address potential misunderstandings but also lets leaders be aware of their inconsistencies.
  3. Document Everything: When you see inconsistencies, make a note of them. This isn’t about “keeping score” but about having a reference point for discussions or to ground your own understanding of events.
  4. Find Support: Confide in colleagues or friends who understand the situation. Sharing experiences can provide validation and sometimes lead to collective solutions or coping strategies.
  5. Set Boundaries: It’s essential to protect your mental and emotional well-being. If you’re consistently receiving mixed signals, it may be necessary to set clear personal and professional boundaries to avoid burnout.
  6. Seek External Mentorship: Connect with mentors outside your immediate work environment. They can provide an outside perspective, offer advice, or sometimes just serve as a sounding board.
  7. Engage in Self-care: Engaging in activities that relax and rejuvenate you is crucial. Whether it’s reading, exercising, meditating, or pursuing a hobby, make sure you have an outlet to destress.
  8. Consider Professional Counseling: If the inconsistency in leadership begins to take a toll on your mental health, consider seeking professional counseling. Therapists can provide coping mechanisms and strategies to navigate such situations.Organisational therapists can support organisation-wide initiatives to help reduce discrepancies between words and actions.
  9. Evaluate Your Position: If you find the environment to be consistently toxic with no signs of change, it may be worth considering a change. Your well-being should always be a top priority. “Change your organisation, or change your organisation”.

Remember, in environments where leaders are inconsistent, it’s essential to prioritise your own personal well-being. By taking proactive steps, you can navigate the challenges while ensuring you remain grounded, supported, and mentally resilient.

To sum it up, pragmatic legitimacy is crucial for any organisation, and leaders play an integral role in upholding it. By aligning their words with their actions, leaders can reinforce trust, maintain credibility, and ensure that stakeholders see the organisation as a beneficial and aligned entity.

Broaden: Catalyze the Shift to Conscious Fellowship

August 9, 2023
Article, Business, Caring, Community, Compassion, Culture change, Fellowship, Memeology, Quintessence, Teambuilding
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Broaden: Catalyze the Shift to Conscious Fellowship

A new paradigm is emerging: one that prioritises ‘conscious fellowship’ over competitive individualism or sheepy leader/follower dynamics. Gone are the days when success was solely defined by one’s ability to outperform peers. Today, collaborative thinking, team spirit, and conscious engagement with colleagues are taking center stage. Even more, caring for one another. Let’s dive deeper into understanding this shift and why it might be useful for modern businesses.

What is Conscious Fellowship?

Conscious fellowship is an evolved form of collaboration where people come together with a shared purpose, mutual respect, and a genuine concern for the well-being of each other and the larger ecosystem they operate in. It’s a holistic approach to teamwork, emphasising empathy, understanding, and a collective spirit.

The Rise of Conscious Fellowship: Why Now?

  1. Technological Advances: Technology has blurred boundaries and allowed teams to work seamlessly across borders. This interdependence demands a heightened level of mutual respect and understanding.
  2. Millennial, Gen Z and (soon) Gen Alpha Influence: Younger generations entering the workforce value meaningful work, a sense of purpose, and a supportive work culture. They thrive in environments that promote conscious fellowship.
  3. Global Challenges: As businesses tackle global challenges like climate change, pandemics, and social inequities, they recognise the need for collective, cohesive action over individual pursuits.

The Benefits of Conscious Fellowship in Business

  1. Enhanced Productivity: When teams function based on trust, compassion and mutual respect, they work more efficiently, reduce conflict, and foster creativity.
  2. Employee Well-being: A supportive work environment reduces stress, burnout, and turnover. People feel more valued and are more likely to contribute positively.
  3. Sustainable Growth: Businesses that practice conscious fellowship are better positioned to adapt to changes, as they harness the collective intelligence of their teams.

How to Catalyze the Shift to Conscious Fellowship

  1. Seniors Role Modeling: Seniors play a crucial role in setting the tone. When they exemplify the principles of conscious fellowship, they inspire others to do the same.
  2. Open Communication: Encourage open dialogue, active listening, and feedback. When people feel heard and understood, they are more likely to collaborate effectively.
  3. Training and Development: Offer workshops and training sessions that emphasise empathy, communication, and collaboration. Invite and support people to equip themselves with the abilities they need.
  4. Reward and Recognition Systems: Enable teams to recognise and reward their teamwork and collaborative efforts. Shift focus from individual accomplishments to collective achievements.
  5. Cultural Integration: Integrate conscious fellowship into your company’s core values and mission. Make it one of the organisation’s key memes.

Final Thoughts

In a world where the only constant is change, the need for businesses to be nimble, resilient, and adaptable is paramount. Conscious fellowship, as an approach to teamwork, provides a solid foundation for businesses to navigate these uncertain times. By embracing this ethos, companies not only drive success but also create a meaningful, positive impact on their employees and the world at large.

Broaden your horizons, and make the shift to conscious fellowship today. Your team, your business, and the world will be better for it.

Further Reading

Marshall, R.W.. (2023). The Team Fruit Bowl – A Fruity Look at Teambuilding. [online] leanpub.com. Falling Blossoms (LeanPub). Available at:https://leanpub.com/theteamfruitbowl

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 15 Jun 2022].

Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 15 Jun 2022].

Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 15 Jun 2022].

Marshall, R.W. (2021). Organisational Psychotherapy Bundle 1. [online] Leanpub. Available at: https://leanpub.com/b/organisationalpsychotherapybundle1 [Accessed 15 Jun. 2022].

Coaching: The Pointlessness of Working on the Five Percent

July 29, 2023
Article, Business, Coaching, Culture change, Deming, Memeology, Organisational Therapy, Paradigm shifts, Quintessence, Systems thinking, Therapy
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Coaching: The Pointlessness of Working on the Five Percent

In the realms of leadership and management, coaching has often been synonymous with developing individuals, honing skills, and helping others overcome their challenges. However, this understanding of coaching focuses primarily on the individual – the proverbial “5 percent” of the entire organisational system.

Building on the profound teachings of quality management gurus like W. Edwards Deming and Peter Scholtes, we’ll explore a more holistic approach – one that extends beyond mere individual improvement to effect systemic change.

The 95/5 Principle

Deming, a trailblazer in the field of quality management, and Scholtes, a disciple of his methodologies, both advocated for the principle of the 95/5 rule. The rule posits that 95 percent of an organisation’s performance problems are rooted in the system (processes, structures, practices, culture, assumptions and beliefs), not in the people who work within it. This counters the conventional approach of focusing primarily on individual skill enhancement.

As coaches, we often get drawn into the 5 percent, focusing on individual behaviors and attitudes. But what if we shift our attention to the remaining 95 percent, the system itself? This implies that coaching individuals is relatively trivial and unimportant, compared to the potential for significant and lasting change on offer in altering the systemic factors that influence behavior.

Embracing Organisational Psychotherapy

One way of addressing the system instead of solely the individual is through organisational psychotherapy. This field, an amalgamation of systems thinking, organisational development, social dynamics, and psychotherapy, aims to address the collective mindset of an organisation – a.k.a. the Group Mind – rather than focusing on individuals.

Organisational psychotherapy operates under the principle that the shared beliefs and assumptions underpinning an organisation’s culture have a profound influence on its performance. By diagnosing and treating dysfunctional patterns at the organisational and even keiretsu level, it is possible to effect deep-seated transformation.

Imagine an organisation where trust is lacking. Traditional coaching may try to build trust skills at the individual level. Organisational psychotherapy, on the other hand, will explore the systemic issues that contribute to the absence of trust, perhaps uncovering a culture of blame, or a lack of transparency in decision-making processes.

The Organisational Therapist’s Role

Organisational therapy fits perfectly into this new paradigm. An organisational therapist, in true spirit, does not merely impart useful techniques but instead facilitates a cultural shift, making the organisation as a whole more adaptive, responsive, and effective. The focus expands from individual teams to the organisational culture, shared assumptions, beliefs, and structure – the 95 percent.

Organisational therapists delve into the hidden pain points, communication gaps, unasked questions, and cultural challenges within the organisation. It is their role to create a safe environment for learning and growth, fostering a culture of continuous improvement that permeates beyond the individual to the system itself.

By integrating the 95/5 principle with the support of organisational psychotherapy, organisations can effect systemic change that amplifies the effectiveness of the organisation, leading to long-term sustainability and success.

Do-It-Yourself Help

In the sphere of organisational psychotherapy, one resource stands out for its novel perspective and practical insights: the self-help book “Memeology.” This transformative work delves into the intricate dynamics of organisational culture, likening ingrained practices and beliefs to ‘memes’ that propagate within a company. It serves as a valuable guide for those looking to understand and influence these ‘memes’ or cultural elements in their own organisations. “Memeology” provides a holistic approach to recognising systemic issues and addressing them effectively, thereby facilitating a healthier, more productive workplace. The book is a potent tool for organisational therapists, coaches, leaders, and anyone aspiring to invoke systemic change, offering a blend of practical knowledge and actionable strategies to drive organisational transformation.

Summary

In conclusion, coaching is not just about improving the 5 percent, it’s about transforming the 95 percent. As coaches, let us commit to the profound impact we can make by shifting our focus from the individual to the system, creating a nurturing environment for growth, and fostering an Agile culture that drives systemic improvement.

You Have No Idea About Culture

July 22, 2023
Article, Business, Culture change, Memeology, Organisational Therapy, Quintessence
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You Have No Idea About Culture

Do you remember the last time you were part of a conversation about ‘culture’ within a business meeting, a community gathering, or even a casual chat with friends? ‘Culture’ – now that’s a word that’s being thrown around more often than a beach ball at a summer music festival. It’s bandied about in contexts ranging from organisational strategy meetings to casual coffee conversations. But do you ever stop to ponder what it really means?

The go-to definition of culture, held as the gold standard, is:

“The shared assumptions and beliefs of a group, community, or organisation.”

However, despite this clear-cut definition, many misunderstand or misuse the term, often diminishing its real essence. You might think of the term ‘culture’ as a nebulous concept, an abstract entity that hovers over conversations but seldom gets discussed effectively. This begs the question, why is it so challenging to comprehend, much less to effect meaningful change in it?

Unravelling the Enigma

Let’s try and unravel this enigma, shall we?

First off, let’s understand that ‘culture’ isn’t just the visible manifestation of an organisation’s values or a community’s beliefs. No, it’s far deeper than that, as is often hinted at by the well-trodden but trite iceberg analogy. For now, though, let’s steer clear of that tired metaphor.

Culture encapsulates the shared assumptions and beliefs that knit a group together. It’s like the invisible hand constraining the conduct of individuals within a society, organisation, or group. It’s a deep-seated way of thinking and believing, so ingrained that people most often don’t realise they’re shaped by it.

Group Mind

That’s where the true challenge lies. Changing culture isn’t just about introducing new rules or dictating behavioural changes; it’s about influencing a collective mindset, a group’s shared consciousness. Changing what’s essentially a common way of looking at the world is never going to be straightforward.

Therapy

Therapy

So, how do we bring about change in culture for the better?

First, we need to recognise and understand the role of culture in business.

Note: You can find many more questions in my book “Memeology“, and answers in its follow-up volume “Quintessence“.

Next, jointly surface and reflect on these shared assumptions and beliefs. And identifying which of these are aligned with the organisation’s goals, and which are blockers.

One can’t merely decree new shared assumptions and beliefs into existence – these have to be cultivated. It starts with dialogue, and it must be followed up by considered actions. Everyone should be part of this change, from leadership to rank-and-file members, creating a shared sense of ownership and commitment.

Summary

In conclusion, culture, while being a ubiquitous term, is often misunderstood and misrepresented. But with a clear understanding and a therapeutic approach, we can redefine our shared assumptions and beliefs to bring about positive change. Remember, culture isn’t static; it’s a living, evolving entity. Therefore, the opportunity for transformation always exists – it’s just about understanding the ‘how.’ As the proverbial saying goes, the devil is indeed in the detail.

The Five Dysfunctions of an Organisation

July 17, 2023
Article, Business, Improvement, Memeology, Organisational effectiveness, Quintessence
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The Five Dysfunctions of an Organisation

Organisations are intricate ecosystems with a myriad of interacting elements. However, certain dysfunctional aspects can throw a spanner in the works, hindering progress and productivity. Let’s highlight five such dysfunctions and shed light on ways to tackle them:

  1. Dysfunctional Culture: The culture within an organisation shapes its identity and modus operandi. It’s a shared set of assumptions, values, and beliefs that govern how people behave. However, when these shared elements become dysfunctional, it can manifest in the form of low trust, a fear of conflict, lack of accountability, and resistance to change. It’s like an invisible fog that muffles voices, inhibits initiative, and fosters a climate of apprehension. To dissipate this fog, it’s vital to foster a culture that values trust, views conflict as an opportunity for growth, encourages accountability, and embraces change. This journey of cultural transformation requires sustained effort, commitment, and, most importantly, exemplary leadership.
  2. Dysfunctional Strategy: A strategy acts as an organisation’s compass, pointing the way forward. However, when it becomes dysfunctional, it leads to a state of disorientation, akin to wandering in a labyrinth with no exit in sight. Goals become fuzzy, decisions seem arbitrary, and efforts appear disjointed. To navigate out of this maze, it’s crucial to ensure that a robust, clear strategy is in place, one that’s effectively communicated, understood, and embraced across all levels of the organisation.
  3. Dysfunctional Communication: Communication is the lifeblood of an organisation. When it’s dysfunctional, it can result in a fractured narrative, missed opportunities, and ineffective coordination. The atmosphere could be riddled with secrecy and hearsay, giving rise to an unhealthy ‘grapevine’ culture. To rectify this, establishing open, timely, and effective communication norms and channels is imperative. By fostering transparency through regular updates, meetings, and informal chats, a culture of openness can be cultivated.
  4. Dysfunctional Organisational Structure: Siloed operations can turn an organisation into a disjointed archipelago, with each island (department or unit) functioning in isolation. This structure can stifle collaboration and holistic thinking, resulting in disjointed efforts and missed synergies. To bridge these islands, it’s essential to promote a culture of collaboration, encourage cross-functional teams, and facilitate open communication across all departments and levels.
  5. Dysfunctional Belief in the Concept of Talent: An overemphasis on innate ‘talent’ can skew an organisation’s perspective towards personnel development and performance evaluation. This belief can lead to an underinvestment in the way the work works (“the system”) and its improvement. Moving away from this talent-centric viewpoint, we may choose to embrace systemic issues rather than “work on the 5%” (the individuals within the system).

Addressing these dysfunctions is an ongoing process requiring patience, effort, and a thoughtful, holistic approach. By recognising and actively addressing these issues, organisations can foster a healthier environment, paving the way for improved productivity and overall success.

In my book “Quintessence” I explore these dysfunctions in greater detail, plus a whole passel more. And its precursor volume “Memeology” has much practical self-help advice on dealing with them.

The Art of Navigating Limiting Beliefs in Organisations

July 5, 2023
Article, Culture change, Empathy, Listening, Memeology, Organisational effectiveness, Organisational Therapy
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The Art of Navigating Limiting Beliefs in Organisations

Every organisation carries certain beliefs that it clings onto tightly, even in the face of logical argument. These beliefs largely define the organisation’s identity – and definitely its culture. A significant portion of these beliefs can be beneficial or neutral, such as adherence to certain opinions on people and processes. However, they may become harmful when they rigidly limit thinking, progress, work against the organisation’s objectives, or foster unhealthy work dynamics.

Different types of beliefs exist within an organisation. Some beliefs can provide employees with a sense of purpose and meaning, whilst others might veer towards organisational mistrust or unconstructive cynicism. The intensity and manner of clinging to these beliefs are what distinguish them as helpful, neutral, or harmful.

As organisational psychotherapists, we must confront the challenge of navigating these deeply held, often irrational beliefs. When such beliefs cause dysfunction or harm within the organisation, it raises critical questions for us. Is it our duty to challenge these beliefs? Is it even appropriate for us to do so? What biases or beliefs might we be introducing to the conversation?

A useful concept to employ in this situation is the exploration of the consequences of these beliefs. Instead of directly challenging a belief, we can acknowledge it as sincerely held and begin to explore several key questions:

“What opportunities does this belief create or impede for our organisation? (How does it empower or disempower us?)”

“What does this belief allow or prevent us from doing? (How does it impact our ability to perform at our best?)”

“How does this belief influence our interactions with each other? (And with suppliers, customers, regulators, etc.)”

This approach effectively reduces the automatic defensive response triggered when beliefs are threatened (the Backfire Effect). It allows the organisation to step back from a defensive or proselytizing mode and begin to recognise other perspectives, even if it’s not yet ready to adopt or endorse them. Encouraging the organisation to hear its own beliefs reflected back can be a first step towards developing empathetic listening skills.

This approach also allows us, as therapists, to challenge our own assumptions, particularly the notion that our role is anything to do with “helping the client see reason”. An alternative is that our role is to facilitate the client’s curiosity about other perspectives. Changes in beliefs should be seen as the responsibility of the client, not ours.

Transformational moments do occur, but they’re often rare compared to a gradual realisation that existing collective assumptions and beliefs aren’t benefiting the organisation.

Conversations facilitated by organisational psychotherapy usually represent small, yet significant steps in this longer journey of organisational exploration and change.

Organisational Psychotherapy As a Theory For Change

June 25, 2023
Article, Culture change, Dialogue, Improvement, Memeology, Organisational Therapy, Quintessence
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Organisational Psychotherapy As a Theory For Change

Organisational Psychotherapy is an innovative theory for change that utilises principles derived from psychotherapy, applied at an organisational level. It posits that organisations, like individuals, have unconscious patterns of behaviour that can hinder their growth and productivity. By identifying and addressing these underlying beliefs, organisations can drive meaningful and sustainable change.

In this perspective, the organisation begins to see itself as a holistic entity with its own psyche. This psyche is constituted by the collective mindset of the organisation’s members – its culture, and its shared beliefs, values, and practices. Just as an individual may have unproductive habits or attitudes formed over time, organisations also develop patterns that are counterproductive or maladaptive, often unknowingly.

Organisational Psychotherapy facilitates an introspective look into these shared assumptions, beliefs, and consequent behavioural patterns. It involves a process of identifying organisational “blind spots”, confronting denial, understanding fear of change, and addressing organisational defense mechanisms. The objective is to unearth, explore and address deep-seated beliefs that may be stifling e.g. innovation, productivity, or employee satisfaction.

For instance, an organisation may consistently fail to meet its goals due to a culture of blame and lack of accountability. With Organisational Psychotherapy, the organisation comes to recognise these patterns, discuss them, and address them, paving the way for a different culture – of responsibility and performance.

It is also important to note that the process of Organisational Psychotherapy is collaborative and involves every member of the organisation. It helps individuals gain a deeper understanding of their roles within the organisation’s dynamics and encourages active participation in the change process. By doing so, it fosters a shared responsibility for the organisation’s health, creating a collective commitment towards improvement and growth.

In conclusion, Organisational Psychotherapy provides a fresh perspective on driving change in organisations. By recognising and addressing subconscious patterns, it helps foster a healthier, more effective organisational culture, promoting continuous improvement and long-term success.

More About the Agile Trap

June 21, 2023
Agile, Alien tech, Article, Culture change, Marshall Model, Memeology, Organisational Therapy, Paradigm shifts, Quintessence, Rightshifting
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More About the Agile Trap

Have you ever wondered why the so-called Agile approach to software development, despite its charismatic promises, so often seems to miss the mark? You’re not alone in this predicament. Many are left puzzled as their Agile transformations fall short of expectations, leading to a mixture of confusion, disappointment, and ennui. The resolution to this problem doesn’t lie specifically within the Agile philosophy itself but within a broader, widely neglected perspective.

Not Designed for Adoption

From the get-go, Agile was never designed for easy adoption by traditional organisations. It demands a departure from conventional beliefs about work and collaboration, and this makes its implementation a real challenge, with its promises of flexibility, adaptability, and rapid delivery. However, Agile often fails to live up to its impish promises. The question remains, why?

The answer doesn’t lie within the intricacies of the approach, but rather with a comprehensive understanding of the organisation as a whole.

The Local Optimisation Trap

Accordingly, Agile transformations almost always degrade into local optimisations – offering immediate and visible local improvements but overlooking the bigger picture, such as flow efficiency across the entire organisation.

The Holistic Viewpoint

This is where alternative approaches such as the Theory of Constraints (ToC) come into the picture. They compel us to go beyond individual departments and silos, taking a holistic view of the organisation, identifying bottlenecks, and developing solutions that consider the broader operational flow.

Paradigm Shift

The shift from local to organisation-wide optimisation isn’t insignificant; it’s a PARADIGM shift. It necessitates a move from focusing on isolated components to recognising the wider interdependencies throughout the organisation.Truly a fundamental culture change.

Regrettably, this holistic view is rarely appreciated in organisations. It’s hard to grasp, challenging to execute, contradicts the prevalent silo-structures, and requires a readiness to collaborate – or even better, to integrate – multiple silos.

It’s a daunting journey, but it’s essential for building a resilient, adaptable, and more efficient organisation.

When we ask, “why does Agile often stumble?”, the answer isn’t found in Agile’s principles or methods. Rather, it’s embedded within the broader organisational mindset (a.k.a. the Analytic mindset), one that often misses the organisation-wide perspective. The journey from Agile’s local optimisation to a broader, organisation-wide approach is not an easy one. Here, Organisational Psychotherapy can help show the path towards significant improvement

Aspire to More

Let’s not limit our aspirations to enhance only the software development sector. Let’s aim to build a balanced, steady, and high-performing workflow across the organisation. This discourse is about reevaluating our understanding, going beyond our existing practices, and embracing the journey towards a more synergistic mindset, and a more holistic approach.

The Biggest Oversight in Business

June 17, 2023
Alien tech, Article, Business, Culture change, Memeology, Organisational effectiveness, Productivity, Quintessence, Systems thinking
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The Biggest Oversight in Business

Lewin’s Equation

Lewin’s equation,

B=f(P,E)

suggests that behaviour (B) is a function (f) of the person (P) in their environment (E). This equation represents a pioneering leap in psychology, introducing a framework that doesn’t solely focus on either the individual or the environment, but instead recognises the interaction between the two.

Systems Thinking

Systems thinking, on the other hand, is a holistic approach to analysis, emphasising how a system’s constituent parts interrelate and how systems work over time within the context of larger systems. It’s about understanding a system by examining the linkages and interactions between the components that comprise the entirety of the system.

Intertwined

Let’s consider how Lewin’s equation and systems thinking might intertwine. Lewin’s equation encapsulates the essence of a systems perspective. It embraces the interaction of personal and environmental factors, acknowledging that behaviour isn’t static, but rather dynamic and context-dependent. In other words, it reflects the key principle of systems thinking: the whole is more than the sum of its parts.

Lewin’s equation can be seen as a precursor to systems thinking in behavioural sciences, as it articulates a similar concept—that individual elements in a system can’t be evaluated in isolation. Just as in systems thinking, where system behaviour can’t be understood by analysing individual components alone, in Lewin’s equation, behaviour can’t be fully understood without considering both the person and their environment.

Moreover, the systems thinking approach expands on Lewin’s equation by emphasising the importance of understanding feedback loops and the time dimension, which Lewin’s model doesn’t explicitly incorporate. Systems thinking suggests that feedback within the system (which could be a person’s environment in Lewin’s equation) can alter the person and thus their behaviour over time.

Overall, combining Lewin’s equation with systems thinking provides a more holistic, dynamic and interrelated view of human behaviour. This combination encourages the consideration of multiple factors and their interactions, enhancing our understanding of how behaviour emerges from the complex interplay of a person and their environment.

The New Lewin Equation

So, systems thinkers, and Deming, Scholtes fans, might choose to rewrite Lewin’s equation as

p=f(5P,95S):

individual performance (p) is a function of 5% the abilities of the individual person (P) and 95% the nature of the system (S) – the way the work works – within which the person must perform.

Barriers to OP

June 7, 2023
Article, Culture change, Management, Memeology, Organisational Therapy, Quintessence
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Barriers to OP

Organisational psychotherapy, much like individual therapy, offers an avenue for addressing inherent issues and fostering growth. However, similar to individuals who resist therapy, organisations often shy away from organisational psychotherapy due to reasons that mirror individual hesitations.

One of the main barriers is the stigma associated with seeking help. Just as individuals may be apprehensive about perceived judgments when attending therapy, organisations often fear potential negative repercussions in public image. Acknowledging a need for organisational psychotherapy can be perceived as admitting that the organisation has deep-seated issues, a message many firms are reluctant to send to stakeholders.

Another significant obstacle is fear of change. People often resist therapy because they fear it might bring them to confront uncomfortable truths and provoke significant personal change. Similarly, organisations are typically resistant to substantial shifts that can disrupt established patterns, even when such change may be beneficial.

Finally, organisations, much like individuals, may lack insight into their problems or may underestimate the potential benefits of therapy. They may be locked into a particular mindset, denying the existence of an issue just as a person might not acknowledge their personal problems.

Just as these barriers can be overcome in individual therapy, they can also be addressed in organisational psychotherapy, but it requires a willingness to open up to the need for change and improvement.

Management Practices and Collective Psyches

June 6, 2023
Article, Culture change, Management, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Management Practices and Collective Psyches

At a glance, management practices seem to emerge from a combination of managerial experiences, organisational traditions, business school teachings, and so on. But if we delve deeper, we’ll find that these practices are rooted in the underlying assumptions and beliefs of managers and their colleagues. This deeper layer, what we as organisational psychotherapists term as the ‘collective psyche’ of the organisation, plays a crucial role in shaping its management practices, and in selecting which practices apply.

This collective psyche, composed of the organisation’s shared assumptions and beliefs, acts as the foundation for how an organisation operates and makes decisions. It’s not just about what is explicitly taught or conveyed; it’s the unwritten, unspoken ‘truths’ that permeate the organisation. It’s about how employees perceive the organisation’s goals, how they view their roles within the business, and what they believe to be the ‘right’ way to do things.

For instance, an organisation that collectively values innovation will likely adopt management practices that promote creativity and risk-taking. Conversely, an organisation that holds conservative beliefs may implement more risk-averse and hierarchical management approaches.

These assumptions and beliefs also influence how an organisation reacts to challenges and changes. The collective psyche can either facilitate adaptability and resilience, or it can lead to resistance and rigidity.

It’s important to note, however, that this collective psyche isn’t static. It evolves over time, shaped by experiences, leadership, external influences, and even the individual beliefs of employees. It’s a complex and dynamic construct, deeply interwoven with the fabric of an organisation’s culture.

Thus, while we may see management practices as coming from experience, training, and tradition, they fundamentally spring from the organisation’s collective psyche – its shared assumptions and beliefs. This understanding highlights the importance of aligning management practices with the collective psyche, as well as nurturing a healthy, positive collective psyche within an organisation.

It also explains the key benefit of #OrganisationalPsychotherapy – enabling organisations to surface and reflect on their all to often submerged collective psyche.

Drucker On The Collective Memeplex

June 6, 2023
Alien tech, Article, Drucker, Management, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Drucker On The Collective Memeplex

Peter Drucker, one of the most influential management thinkers of the 20th century, had a lot to say about collective assumptions and beliefs in business. In his opinion, these elements are often deeply foundational to an organisation’s culture, influencing its strategy, operations and performance.

Drucker argued that the assumptions and beliefs shaping a business’s actions aren’t always explicit. They’re often unconscious, becoming part of the organisation’s culture. He referred to these implicit beliefs as the “theory of the business”. According to him, every organisation, whether it knows it or not, operates on such a theory.

For Drucker, this theory was essentially a set of assumptions about what a company gets paid for. It’s about understanding the reality of the business, its markets, its customers, its core competencies, and its societal role. These assumptions guide behaviour, decisions, and the direction of the organisation. They set boundaries and establish guidelines within which decisions are made and actions are taken.

However, Drucker warned of the dangers of clinging too tightly to these assumptions. He believed that businesses get into trouble when their environments shift but their theories of the business don’t. This, he argued, is why innovation and ongoing analysis are critical. Companies must continually question their assumptions, keeping them in line with changing realities.

He also believed that it’s important for these collective assumptions and beliefs to be shared across the organisation. If employees don’t understand or don’t buy into these beliefs, there’s likely to be confusion, inefficiency, and a lack of coordination. This can result in subpar performance.

In sum, for Drucker, collective assumptions and beliefs play a crucial role in shaping an organisation’s actions and performance. However, businesses must also be ready to challenge and adapt these assumptions as conditions change, ensuring that their theory of the business remains relevant and effective.

Organisational Culture – Myths And Realities

May 21, 2023
Article, Culture change, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Organisational Culture – Myths And Realities

“Organisational culture thrives not on shared values, but on shared assumptions and beliefs.”

This provocative statement challenges the traditional concept of organisational culture and urges us to consider the power of shared assumptions and beliefs in sculpting an organisation’s culture.

Undoubtedly, shared values, often glorified as the linchpin of organisational culture, capture public attention. However, they tend to merely reflect an organisation’s surface level, its external face. What Argyris refers to as “espoused theories” – as contrasted with “theories-in-use”.

Espoused (shared) values represent an organisation’s idealised image, often disconnected from the daily operations and attitudes.

In contrast, shared assumptions and beliefs serve as the bedrock of organisational culture, shaping how members perceive, think, and feel about the organisation.

These shared assumptions and beliefs, often unspoken and unconscious, influence the very DNA of an organisation. They are deeply embedded within the organisation’s psyche and dictate how members interact, respond to challenges, make decisions, and even perceive success. For instance, an organisation might unconsciously assume that hierarchy determines decision-making power. This underlying belief, despite any officially stated value of employee empowerment, would guide behaviors more effectively, subtly shaping the real culture of the organisation.

A shift in focus towards shared assumptions and beliefs allows us to better understand and influence organisational culture. Acknowledging their influence demands an examination of the deep, often unseen, layers of an organisation’s culture. It’s through this understanding that an organisation can align its actions with its aspirations, driving more authentic, powerful cultural transformations.

Summing up, “shared values” fail to penetrate the complex, dynamic, and profound realm of organisational culture. Instead, it’s the shared assumptions and beliefs that govern the way organisations truly operate, underpinning the entirety of an organisation’s culture.

Hence Organisational Psychotherapy.

 

A Quick Dive into Organisational Psychotherapy

March 31, 2023
Article, Memeology, Organisational Therapy, Quintessence
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A Quick Dive into Organisational Psychotherapy

💡 Are you tired of watching your people struggle with collaboration and communication? Discover the groundbreaking approach of organisation psychotherapy, where the power of self-reflection and shared beliefs can unlock your people’s true potential, transforming your business into a thriving and harmonious powerhouse.

➡ Organisation psychotherapy is an approach that helps businesses and their people navigate complex challenges by delving into shared assumptions and beliefs. It’s a journey that encourages open communication and fosters self-reflection to create a healthier, more effective and productive work environment.

In this process, a skilled facilitator accompanies the organisation, guiding them through thought-provoking discussions, enabling them to surface any unconscious or unexamined beliefs that may be hindering their progress. By shedding light on these underlying assumptions, the organisation can then reflect upon them and determine if they’re helping or hindering the growth of the business.

It’s important to note that this isn’t a one-size-fits-all solution; it’s a tailored experience that adapts to each organisation’s unique culture and circumstances. The facilitator works closely with the company’s people to create a safe and trusting environment, ensuring that everyone feels heard and respected.

Organisation psychotherapy is all about fostering honest conversations and nurturing self-awareness. By addressing shared beliefs and assumptions, people can better understand each other’s perspectives, and ultimately, work more effectively together. It’s an empowering journey that encourages everyone involved to take responsibility for their role in the organisation’s success.

In summary, organisation psychotherapy is a transformative process that accompanies businesses and their people in surfacing and reflecting on their shared assumptions and beliefs. By doing so, they can cultivate a more harmonious and productive work environment, paving the way for long-lasting success.

 

A Generic Conference Submission On Organisational Psychotherapy

March 8, 2023
Article, Conferences, Culture change, Memeology, Organisational Therapy, Quintessence
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A Generic Conference Submission On Organisational Psychotherapy

Title:

Organisational Psychotherapy: Uncovering the Power of Shared Assumptions and Beliefs in Culture Change

Abstract:

Organisational psychotherapy is an emerging discipline that applies the principles and practices of psychotherapy to organisational contexts. It is a powerful tool for cultural transformation, as it recognises the role of shared assumptions and beliefs in shaping organisational culture. In this session, we will explore the principles and practices of organisational psychotherapy and how they can help organisations drive meaningful change.

We will begin by discussing the importance of shared assumptions and beliefs in shaping organisational culture. These assumptions and beliefs are often invisible, yet they determine the norms, values, and behaviours of the organisation. We will explore how these assumptions and beliefs can be uncovered through the use of psychotherapeutic techniques such as observation, reflection, and inquiry.

We will then introduce the principles and practices of organisational psychotherapy and how they can help organisations address cultural challenges. This includes creating a safe and supportive environment for individuals to express themselves, developing a shared understanding of the organisation’s culture, and co-creating a vision for cultural transformation. We will also discuss how organisational psychotherapy can help organisations identify and address the root causes of cultural challenges, rather than merely treating the symptoms.

Through case studies and real-life examples, we will demonstrate how organisational psychotherapy has helped organisations drive meaningful change. We will highlight the importance of cultural transformation in the context of the current business landscape, where organisations need to be agile, innovative, and resilient to thrive.

In conclusion, this session will provide attendees with an understanding of the principles and practices of organisational psychotherapy and how they can help organisations drive cultural transformation. We will explore the power of shared assumptions and beliefs in shaping organisational culture and demonstrate how these can be uncovered and transformed through the use of psychotherapeutic techniques. Attendees will leave with practical insights and tools for driving meaningful cultural change within their organisations, change which will accelerate their adoption of more effective ideas, methods and practices.