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.