Coaching: The Pointlessness of Working on the Five Percent

How often do we navigate conversations, unaware of the assumptions we introduce and the paths we unknowingly steer? In contrast, Clean Language seeks to illuminate this dynamic, facilitating a unique journey of discovery.

“When you think about Clean Language, what kind of benefits come to mind?”

This question encapsulates the essence of Clean Language, a technique characterised by its subtle potency. It seeks to minimise interjections, suspends assumptions, and encourages individuals to explore their perceptions, beliefs, and experiences.

Considering the transformative potential of Clean Language, one might ask,

“Can you tell me more about that personal growth?”

Indeed, it fosters an environment for personal growth by enabling individuals to understand their thoughts better, leading to increased self-awareness and introspection.

In a professional context, one might ponder,

“What might be happening in a professional environment utilising Clean Language?”

Here, Clean Language could be a catalyst for constructive dialogue, clear communication, and collaborative problem-solving. It nudges individuals to feel truly heard and understood, thereby fostering a culture of respect and harmony.

Clean Language is more than just an interrogative strategy; it’s a sophisticated tool for cultivating connections, nurturing comprehension, and unlocking hidden insights. When used by a therapist, it becomes akin to a mirror held up to an individual’s thoughts, enabling them to scrutinize their own perceptions and beliefs. This method allows therapists to facilitate conversations without steering the dialogue with their assumptions, thus enabling clients to navigate their own mental landscapes. By altering the way we communicate, Clean Language holds the potential to unfurl fresh perspectives, reshaping both personal and professional interactions.

Here are the core tenets of client-centered therapy:

1. Empathy: Understanding and communicating the client’s feelings, experiences, and emotions.

2. Unconditional Positive Regard: Maintaining a positive and non-judgmental attitude towards the client.

3. Authenticity: Authenticity and genuineness in communication with the client, avoiding any pretense or role-playing.

4. Active Listening: Actively listen to the client, reflecting their thoughts and feelings back to them.

5. Non-Directive Approach: Avoiding the imposition of opinions or solutions on the client and instead, help them arrive at their own conclusions.

6. Emphasis on Self-Concept: Helping the client to develop a positive self-concept and recognise their own inherent worth.

7. Supportive Environment: Creating a supportive and non-judgmental environment that fosters growth, change, and self-acceptance.

One approach to improving any organisation’s culture lies in embracing the fundamental principles of client-centered therapy. This approach prioritises a deep understanding and empathetic connection with the needs and experiences of the organisation.

The first step is to truly listen to employees and their needs. When employees feel heard, they are more likely to feel valued and motivated to contribute their best work. By actively listening and empathising with their experiences, a culture of trust and respect emerges.

Another core tenet of client-centered therapy is the idea that individuals are capable of growth and change. In the same way, we may choose to encourage employees to take ownership of their work and provide the tools and resources they need to develop and improve.

A critical aspect of client-centered therapy is the ability to create a non-judgmental and accepting environment, free from biases and assumptions. In a corporate setting, this means embracing diversity and creating a culture that values and respects differences in ideas, perspectives, and experiences.

Finally, client-centered therapy emphasises the importance of collaboration and partnership – where everyone feels invited to contribute to the organisation’s success.

In conclusion, improving company culture requires a fundamental shift in mindset, one that prioritises the needs of employees. Remember that by putting the needs of employees first, we create a culture that promotes innovation, creativity, and lasting success.

Projecting needs onto other people without evidence or dialogue can be a dangerous and problematic behavior that can lead to misunderstandings, conflicts, and even harm. Assuming that we know what other people need can reflect a lack of empathy, self-centeredness, and a belief in our own superior knowledge or intuition.

When we project our own needs onto others, we may be blind to their individual experiences, perspectives, and preferences. We may overlook their unique circumstances, cultural background, or personality traits that can shape their needs. Moreover, by stating unequivocally what other people need, we may come across as arrogant, dismissive, or manipulative, and erode trust and rapport.

To avoid projecting needs, we might choose to practice active listening, empathy, and curiosity. Instead of blithely asserting that we know what others need, we can ask open-ended questions, seek clarification, and pay attention to nonverbal cues. By doing so, we can gain a better understanding of their needs and show that we value them and their feelings.

Ultimately, projecting needs onto other people can be a barrier to effective communication, mutual respect, and collaboration. By acknowledging our own biases, limitations, and uncertainties, we can create a more inclusive and compassionate environment where people feel seen, heard, and appreciated.

Workforce mental health issues can have a significant impact on the bottom line. The cost of absenteeism, presenteeism, and turnover can be staggering, with estimates suggesting that the cost of mental health issues to UK employers is £34.9 billion per year. This can include direct costs such as medical expenses, workers’ compensation, and disability claims, as well as indirect costs such as lost productivity and increased turnover.

Absenteeism is the most obvious impact of workforce mental health issues. According to the Mental Health Foundation, employees with mental health issues take an average of 23.8 days off per year, compared to 6.6 days for employees without mental health issues. This can lead to increased labor costs, as organisations are forced to find temporary replacements or pay overtime to other employees, which can amount to around £1,300 per employee per year. Additionally, absenteeism can lead to decreased productivity and morale, as other employees are forced to pick up the slack.

Presenteeism is another. Employees who are struggling with mental health issues may come to work, but may not be able to perform at their best, leading to an estimated £15.1 billion per year in lost productivity. Additionally, presenteeism can lead to decreased morale, as other employees may feel resentful that they are carrying the load for their struggling colleagues.

Staff turnover can also increase. Employees who are struggling with mental health issues may be more likely to leave their jobs, which can lead to increased hiring and training costs, as well as decreased productivity and morale. According to a report by Deloitte, the cost of replacing a single employee can be as much as £30,614. Additionally, turnover can lead to a loss of institutional knowledge and valuable skills, which can be difficult to replace.

To address the impact of these issues on the bottom line, organisations can take a number of steps. One of the most important is to create a culture of openness and support. Employees should feel comfortable talking about their mental health issues and seeking help, without fear of discrimination or retaliation.

Additionally, resources and support for employees who are struggling can help. This might include employee assistance programs, counseling services, and mental health days.

Finally, all organisations can be more proactive in identifying and addressing potential mental health issues in the workforce. This might include conducting regular employee surveys, monitoring absenteeism and turnover, and providing regular mental health screenings. By taking these steps, organisations can reduce the impact of workforce mental health issues on the bottom line and create a more positive and productive work environment for everyone.

“The most important questions in life can never be answered by anyone except oneself.”

John Fowles, The Magus

“Most people would rather die than examine or change their beliefs. Many do so.”

and a neuroscience update 30 years after the original research:

Old problem, new tools

One of the psychologists who discovered learned helplessness returns to the topic to pinpoint the phenomenon’s neurobiological underpinnings.

Quite the snappy title, huh? ;-}

Organisational Psychotherapy is still in its infancy but we can accelerate its development by borrowing from decades of science and research into individuals’ therapy and related fields.

Some concepts in the “borrow” bag today are: Adherence, Concordance, Self-efficacy and the person of the therapist.

Adherence

In medicine – including therapy –  patient compliance (also called adherence or capacitance) describes the degree to which a patient correctly follows medical advice. Most commonly, it refers to medication or drug compliance, but it can also apply to medical device use, self care, self-directed exercises, or therapy sessions.

Patient adherence, or rather its flip-side, non-adherence, costs the US alone around $300 Billion per annum.

In treatment of individuals, an estimated half of those for whom treatment regimens are prescribed do not follow them as directed.

In Organisational Psychotherapy I propose we use the term adherence only slightly differently:

Client adherence describes the degree to which a client organisation follows (implements) its own resolutions.

The term encapsulates the behaviours we see in almost ever organisation – where the organisation, having made some kind of resolution about behaving differently, rows-back on that resolution.

Barriers to Adherence

The World Health Organization (WHO) groups barriers to medication adherence into five categories:

• Health care team and system-related factors
• Social and economic factors
• Condition-related factors
• Therapy-related factors
• Patient-related factors

Common barriers include:

Barriers to Organisational Psychotherapy Adherence

As far as Organisational Psychotherapy goes, we might similarly categorise and group barriers to adherence.

Concordance

The related term concordance has been used to refer to situations where the patient is involved in the treatment process, often to help improve adherence. In this context, the patient is informed about their condition and treatment options, involved in the decision as to which course of action to take, and takes partial responsibility for monitoring and reporting their condition, adherence, etc., back to the team.

Concordance has been used to refer specifically to patient adherence to a treatment regimen which the physician sets up collaboratively with the patient, to differentiate from adherence to a physician-only prescribed treatment regimen

Self-efficacy

Self-efficacy refers to an individual’s belief in their capacity to execute behaviours necessary to produce specific performance attainments. In other words, their belief in their ability to “do the necessary”.

In the Organisational Psychotherapy context, by determining the beliefs a client organisation holds regarding their power to affect their situation, self-efficacy strongly influences both the power an organisation actually has to face challenges competently, and the choices the organisation is most likely to make.

A strong sense of self-efficacy promotes accomplishment and the well-being of the organisation. An organisation with high self-efficacy views challenges as things to be mastered rather than threats to avoid. These organisations are able to recover from failure faster and are more likely to attribute failure to a lack of motivation. They approach threatening situations with the belief that they can overcome them. These views have been linked to lower levels of stress and a lower vulnerability to depression.

In contrast, organisations with a low sense of self-efficacy view difficulties as threats and shy away from them. Difficulties lead such organisations to look at the skills they lack rather than the ones they have. It is easier for them to lose faith in their own abilities after a failure. Low self-efficacy can be linked to higher levels of stress and depression.

The Person of the Therapist

Much research has shown that the person of the therapist is the single most influential factor in the success of therapy for individuals. I hold the same is likely true in the context of organisational psychotherapy.

– Bob

Further Reading

Smith, E.W.L. (2003). The Person of the Therapist. Mcfarland & Co.

[Note: I regard this post as incomplete. I’m publishing it now in the hope that getting some feedback will encourage me to finish it.]

For some years, DIY seemed all the rage. I’m not so sure that’s true in home decorating any more, but it does seem to be increasing in popularity in the therapy domain. Individual self-therapy seems like it’s become more popular and more acceptable, both.

I have for some time been thinking whether self-therapy for organisations might be possible, beneficial even. Maybe self-therapy would be a viable alternative to engaging a therapist?

In my Organisational Psychotherapy assignments to date, most of my engagement time with client organisations has been spent sitting in with them during their Business As Usual (BAU – meetings, conversations, lunches, etc.), observing their social dynamic and modes of interaction. Such observations lead me – as therapist – to find questions that I can share with the organisation, questions which invite reflection and discussion on e.g. unsurfaced assumptions and beliefs. (This being the essential practice of therapy, both organisational and other kinds). 

The Challenge

For any organisation, making space and time for group reflection can be problematic. In most organisations, folks struggle to find time for all their scheduled responsibilities, let alone more esoteric activities like reflection and discussion of assumptions and beliefs. On the face of it, where’s the point – where’s the value – in spending any time on such “esoteric” things?

Anyone who’s been following this blog for any length of time may know of my focus on organisational effectiveness. And my explanation for organisational effectiveness in terms of Rightshifting and the Marshall Model. [links] 

Observing clients during their BAU is all very well. It doesn’t take up any of their time and, aside from the marginal financial cost of having a therapist present, doesn’t detract from folks’ day jobs or the work of the organisation. 

But when it comes round to the therapist finding and putting questions to the organisation, there’s at least a couple of issues we face:

1. Finding the time to get together (Organisational Psychotherapy invites group discussions) to listen to the questions and reflect and discuss them as a group.

2. The disconnect (in time, attention) between the point of observation and the point of reflection and discussion.

So, I’m presently focused on ways to ameliorate the impact of these issues.

Addressing the Issues of Having a Therapist

Improvements on each of the above issues: 

1. Integrating the asking of therapist’s questions into BAU (having the folks in the organisation ask themselves questions).
2. Reducing or elimination the disconnect in time and attention between the point of observation and the point of reflection and discussion (integrating Organisational Psychotherapy into BAU whilst promoting useful group discussions and reflections).

It’s Good To Talk

As BT were wont to tell us: “It’s good to talk”.

But many organisations believe (or at least, assume) they don’t have time to talk. And certainly not the time for “talking for the sake of talking” (which is what many might regard talking in order to surface collective assumptions and beliefs – and then reflect on and discuss). That’s why Organisational Psychotherapy in practice takes place amongst the daily ebb and flow of regular meetings and conversations happening in the course of the organisation’s business-as-usual. No need to shoehorn off-sites or special meetings for the necessary conversations happen. Although off-sites and dedicated meetings can help, too. 

Leveraging Valuable Discussions

So, recently I’ve been thinking about means to stimulate group reflections and discussions, in the course of doing things that clearly have immediate business value. For example, many organisations spend (an inordinate, perhaps) amount of time and management attention on coming up with mission statements, visions statements, and the like.

In decreasing order of “unarguable value”:

Purpose

Most organisations spend at least some time, effort and management attention considering and communicating the “shared purpose” of the organisation. Indeed, the Mission Statement is a favoured format for this effort. This then feeds into PR, marketing, branding, positioning and other such MarComms activities. Aside: Simon Sinek describes this kind of thing in terms of the “Golden Circle”. https://www.youtube.com/watch?v=Jeg3lIK8lro

I’ve been involved in many such initiatives over the years, both with clients and my own companies. I’ve not, however, seen the agendas for such initiatives include time for examination and reflection on the organisations assumptions and beliefs. It’s almost as if the purpose existing in glorious isolation. “Here we are, this is our purpose, handed down from God (or the CEO)”. There’s obviously scope for reflecting on the assumptions and beliefs that underpin the announced Purpose, or Mission Statement. 

Effectiveness 

Most organisations spend at least some time, effort and management attention on becoming more effective. Most often, this resolves to question like “How to cut costs?”, “How to improve quality?”, “How can we increase our market share?” and so on.  Rarely, though, do such discussions “go meta” and delve into the roots of organisational effectiveness. If they did, though, we could imagine questions such as “What makes for an effective organisation?”, “What kinds of effectiveness are we seeking?“ and “Is effectiveness more than just a WIBNI?”

Agility

Generally, little time is spent on the question of “Let’s go Agile” and even less on what “Agile” means. Most often, the decision is a de facto edict from a HiPPO, handed down to the software folks as a fait accompli. 

Doctrine

[TBD]

Others

[TBD]

– Bob

In case you’re undecided as to whether my recently published book on Organisational Psychotherapy will be worth some of your hard-earned spons, here’s the text of the preface to the current edition (full book available in various ebook formats via Leanpub and in paperback via Lulu.

Will This Book be Worth Your Time?

To my knowledge, this is the first book ever written about Organisational Psychotherapy. Thanks for taking the time to have a look. This is a short book. And intentionally so. It’s not that Organisational Psychotherapy is a shallow domain. But this book just lays down the basics. Understanding of the deeper aspects and nuances best emerges during practice, I find.

This book aims to inform three distinct groups of people:

• Senior managers and executives who might find advantage in hiring and engaging with an Organisational Psychotherapist.
• Folks who might have an interest in becoming Organisational Psychotherapists themselves, either within their organisations or as e.g. freelancers.
• Folks within organisations who might find themselves involved in some way in their organisation’s engagement with one or more organisational psychotherapists.

We’re all busy people, so I guess you may be curious, or even a little concerned, as to whether this book will provide a good return on the time you might spend reading it. I’ve tried to arrange things so that you can quickly answer that question.

I intend this book to be easy to understand, and to that end I’ve used as much plain English as I can muster. I guess some folks find the whole idea of Organisational Psychotherapy somewhat intimi‐ dating, and fear the ideas here will “go over their heads”. Let me reassure you that I’ve tried to make this book common-sensical, friendly and down-to-earth.

Foundational

“Out beyond ideas of wrongdoing and rightdoing there is a field. I’ll meet you there.”

~ Rumi

In writing this book, I’ve set out to define the emerging discipline – or field – of Organisational Psychotherapy.

In a nutshell, Organisational Psychotherapy is a response to the growing realisation in business circles that it’s the collective mindset of an organisation (often mistakenly referred-to as culture) that determines an organisation’s overall effectiveness, productivity and degree of success. By “collective mindset” I mean the beliefs, assumptions and attitudes that an organisation as a whole holds in common about work and how the world of work should work.

Roots

Organisational Psychotherapy leverages over a hundred years of research and experience in the field of personal psychotherapy, a field which has evolved from its roots in the Middle East in the ninth century, and later, in the West, through the works of Wilhelm Wundt (1879) and Sigmund Freud (1896). Research and experience which, in large part, can usefully be repurposed from the individual psyche to the collective psyche (i.e. the organisation).

In my career of over thirty years in the software business, I’ve run the whole gamut of approaches in search of organisational effectiveness, in search of approaches that actually work. It’s been a long and tortuous journey in many respects, but I have come to believe, absolutely, that success resides mostly in the relationships between people working together, in the web of informal customer- supplier relationships within and between businesses. And I’ve come to believe that organisational effectiveness mostly comes from the assumptions all these folks hold in common.

Given that, I ask the question:

“What kind of intervention could help organisations and their people with uncovering their existing, collectively-held, beliefs, assumptions and attitudes? With discussing those, seeing the connection with their business and personal problems and challenges, and doing something about that?”

The answer I’ve arrived at is Organisational Psychotherapy. And so, when I’m working with clients these days, Organisational Psychotherapy is my default mode of practice.

But this book does not attempt to make the case for my beliefs. It’s not going to try to persuade you to see things my way. Organisational Psychotherapy may pique your interest, but I’m pretty sure you’ll stick with what you already believe.

So, if you have an open mind, or generally share my perspective already, this book may serve you in getting deeper into the practicalities and benefits of Organisational Psychotherapy, whether that’s as:

• a decision-maker sponsoring an intervention
• a potential recruit to the ranks of organisational psychotherapists
• an individual participating in an Organisational Psychotherapy intervention in your organisation

Relationships Govern Dialogue

A central tenet of Organisational Psychotherapy is that it’s the quality of the relationships within and across an organisation that moderates the organisation’s capacity for meaningful dialogue. As we shall see in more detail later, fragmented and fractious relation‐ ships impair an organisation’s ability to surface, discuss and recon‐ sider its shared beliefs.

Effective Organisational Psychotherapy needs a certain capacity for skilful dialogue within and across an organisation. Absent this capacity, folks have a slow, laborious and uncomfortable time trying to surface and discuss their commonly-held beliefs and assumptions.

In practice, then, any Organisational Psychotherapy, in its early stages at least, must attend to improving relationships in the workplace, and thus the capacity for meaningful dialogue. This helps the organisation have more open and productive dialogues – should it wish to – about its core beliefs and implicit assumptions, about its ambitions and goals, about the quality of its relationships and dialogues, and about its strategies for success. I wholeheartedly believe that:

People are NOT our greatest asset. In collaborative knowledge work particularly, it’s the relationships BETWEEN people that are our greatest asset.

Whether and how the organisation might wish to develop those relationships and dialogues in pursuit of its goals is a matter for the organisation itself. Without Organisational Psychotherapy, I’ve rarely seen such dialogues emerge and thrive.

The Goal

Improving relationships in the workplace, and thereby helping the emergence of productive dialogues, are the means to an end, rather than the end itself. The goal of all Organisational Psychotherapy interventions is to support the client organisation in its journey towards being more – more like the organisation it needs to be. Closer to its own, ever-evolving definition of its ideal self.

We’ll explore what that means in later chapters.

References

Lencioni, P. (2012). The Advantage: Why organizational health trumps everything else in business. San Francisco: Jossey-Bass.

Patterson, K. (2012). Crucial Conversations: Tools for talking when stakes are high. Place of publication not identified: McGraw Hill.

Schein, E. H. (2014). Humble Inquiry: The gentle art of asking instead of telling. San Francisco: Berrett-Koehler.

What if the last twenty years has been another classic example of software developers solving the wrong problem?

What if “agility” was never the issue as far as business was and is concerned? What if business agility is NOT the most useful response to, or strategy for, life in a VUCA world?

We hear so much about the need for agility. It’s now a given, an unchallenged assumption. Maybe even an undiscussable assumption? Well, I’m challenging it. And in the spirit of this blog – always having an alternative to offer – I propose congruence as a more useful response to the challenges of a VUCA business environment.

Agility: the power of moving quickly and easily; nimbleness.

Congruence: Similarity between self-image and actual experience.

Carl Rogers stated that the personality is like a triangle made up of the real [or actual] self, the perceived self, and ideal self. According to Rogers, when there is a good fit between all three components, the person has congruence. This is a healthy state of being and helps people continue to progress toward self-actualisation.

Applied to organisations, we can say that an organisation is made up of the real [or actual] organisation, the organisation as it perceives itself, and its ideal self. When there is a good fit between all three components, the organisation has congruence. This is a healthy state of being and helps the organisation progress toward being all it can be.

Without congruence, organisations won’t know what to do with agility, or how to get it. Without congruence, a VUCA environment presents challenges which incongruent organisations are poorly equipped to meet.

So, forget the past twenty years and the search for agility. Congruence is the thing.

– Bob

Footnote

It was a bunch of software developers that invented and promoted the idea of agility (for software development) some twenty years ago now. Businesses everywhere have seized on this prior art in their attempts to cope with the upswing in perceived volatility, uncertainty, complexity and ambiguity in the business environment.

PS

The same argument also applies to the birthplace of the agility meme: the software development silo. Forget the past twenty years and the search for development agility. Congruence is the thing.

Plan for the Ending

Any therapy relationship is likely to end, sooner or later. Sometimes it’ll be a happy ending, sometime less so. Although the seeds planted during therapy often means the client can continue to grow and develop, becoming more whole, more congruent, in their own time and under their own tutelage.

There are many reasons clients decide to end therapy. Sometimes they’ve reached their goals. Sometimes they need a break. Sometimes the connection with their therapist isn’t there. Sometimes they notice a red flag. Sometimes they’re about to face a new fear or realise a new insight.

Whatever the reason, it’s vital the therapist and the client brings it up as soon as either party becomes conscious of it. Wanting to end therapy is a critical topic to explore. And it could be as simple either the client or the therapist saying “I feel like it might be time to end therapy, I wonder what that’s all about?”.

An end in therapy can be more like a bittersweet parting than a sad, abrupt, or complicated loss. Ideally, clients can have a satisfying closure to therapy that will help them end other relationships well in the future.

Processing negative feelings can be a way to work through maladaptive patterns and make the therapeutic relationship a corrective experience. If clients avoid this conversation by simply discontinuing therapy, they may miss the opportunity for a deeper level of healing resulting from their therapy.

I find it helpful to mention the ending even from the outset of the therapy relationship. If only in the information conveyed as part of the setup of that relationship.

Any particular client may find it a distraction, discomforting, or scary to entertain the idea that the relationship – or, at least, the therapy – might come to an end even as it’s just getting started. So the timing of the broaching of the subject generally depends on how things are going.

Advice for Clients re: Ending Therapy

1. Examine your reasons

A positive approach to ending therapy is to delve into the possible reasons why you’d like to leave. Is it because you feel disrespected, stuck or incompatible or because of feelings of discomfort in dealing with certain things that the therapist is pushing on me on? It’s common and part of the process of changing problematic patterns, to feel triggered and even angry with your therapist.

2. Don’t stop suddenly

It’s important for clients to discuss the ending with their therapists, because they may suspect that the desire to part ways is somehow premature. Even if a client decides to leave therapy, processing this can be therapeutic in itself. Some sessions discussing  the subject, including feelings and what kinds of post-therapy experiences the client might go through can help ease the guilt, regret or sadness that often arise.

Plus, honouring the relationship and the work everyone has done together, with some sessions to achieve closure in a positive way can be a very powerful experience in its own right.

3. Talk in person

Avoid ending therapy with a text, email or voicemail. Speaking directly is an opportunity to practice assertive communication and perhaps also conflict resolution, making it is an opportunity for learning and growth.

4. Provide honest feedback

If you feel comfortable and emotionally safe doing so, it is best to be direct and honest with your therapist about how you are feeling about him or her, the therapeutic relationship or the approach you’ve been experiencing. After all, this has been a partnership, and part of growth is to embrace that, see the therapist as a human being, and see other folks’ needs met – including the therapist.

When offering feedback, do so without judgment. After all, the therapist will be working with other organisations and your thoughts may change their style and help them to better serve their clients in the future.

A good therapist will be open to feedback and will use it to continually improve.

5. Communicate clearly

Be as direct, open, and clear as possible. Articulate the exact reasons for wanting to end therapy.

6. Be ready for dissent

It is not unusual for a therapist to agree with ending therapy, especially if the client has reached their goals and is doing well. But they also might disagree. This disagreement can serve positively, as a spur to enhance the ability for discussing difficult topics.

Every therapy ends, there’s no reason to avoid this reality. Early in therapy, when discussing goals, why not talk about how and when therapy might end.

Advice for Therapists re: Ending Therapy

1. Invite feedback

Most personal therapists note that having their clients share feedback on their experiences is incredibly valuable. It’s no different in the OP context. Feedback helps therapist  improve and grow as practitioners.

2. Sometimes we won’t know why

Sometime we won’t get to know why a client ends their therapy. The connection can just fizzle out, with little to no contact or explanation. As we’re very invested in our work and in our relationship with the client, such an ending can be both a puzzle and a disappointment.

3. Practice letting go

Some clients simply stop, so it’s not easy to know if they’re just ‘done’ with therapy or if we’ve done something to make them want to leave. When this is the case, I just let it go. It’s their issue, not mine, and I don’t need to worry over it when I don’t know the reasons behind it. Of course we could wish it were otherwise, but letting go can be the hardest thing.

4. Enjoy the experience

When client and therapist are able to have some sessions for proper closure, it becomes a great opportunity to reflect on their work together. These sessions can be highly joyful, for both parties.

Our goal is to support our clients in confronting life and the issues they see as holding them back, blocking them from greater success. If clients have clear reasons to end therapy and we’ve had the time to talk about it and tie up the loose ends, ending therapy is a great time to reflect on our work, invite the client to talk about their future, and discuss what has been accomplished and what hasn’t. We can leave with a sense of closure, without nagging, unresolved issues. And with the sense that the client is now netter placed to tackle themselves new issues that might arise in their future.

Those precious final sessions afford the opportunity to relax, reminisce about our shared experiences, ponder the future, and learn how to be a better therapist for others.

When clients can approach the ending of therapy with respect, dignity and integrity, that sets the tone for other relationship issues. In other words, with proper closure, everybody wins.

In your practice, how often do you plan for the ending?

– Bob

By popular demand, I’ve put together this post, which sets out some of the fundamentals of Organisational Psychotherapy (n.b. by no means all of them).

Note: This is a work in progress: I keenly invite your comments and questions.

Fundamental: The Nature of the Problem

The Marshall Model proposes that organisational effectiveness (productivity, product quality, staff engagement, etc.) stems from the collective assumptions and beliefs of the organisation as a whole. (Oftentimes, assumptions and beliefs of individuals concerned differ from those held collectively).

Thus, for organisations needing to improve their effectiveness, this entails a shift in these collective beliefs and assumptions.

The problem, then, for such organisations is: how to effect such a shift? Who owns the problem, and the resources to tackle it?

Fundamental: Organisational Psychotherapy is a Solution Strategy

Given the above statement of the problem, Organisational Psychotherapy proposes that Organisational Psychotherapy is a viable and cost-effective approach to addressing this problem. I.E. Organisational Psychotherapy provides a means for organisations to effect a shift in their collective assumptions and beliefs (also referred to as the organisation’s collective mindset, psyche, or memeplex).

Fundamental: Points of Leverage In A System

Donella Meadows proposed that maximum leverage for changing a system (such as an organisation) derives from 2) shifting the paradigm or mindset out of which the system arises, and 1) by acquiring the power to transcend paradigms. Organisational Psychotherapy provides a means for organisations to grasp and exercise these particular levers (see diagram, below).

Fundamental: Organisations Each Have a Collective Psyche

Organisational Psychotherapy as a solution is predicated on the assumption that every organisation has a collective psyche (distinct from the psyches of the individuals comprising the organisation). And that this collective psyche is amenable to therapy much as is the individual psyche.

Fundamental: Therapy Techniques for the Individual Psyche are Transferrable

There are over four hundred different types, styles or “schools” of psychotherapy for the individual. Many of these are well-established, well-researched and well documented. And many of these are transferable, in whole or in part, from serving individuals in therapy to serving organisations in therapy.

Fundamental: It’s the Client-Therapist Relationship That Matters Most

Much research indicated that for individuals in therapy, positive outcomes are contingent mainly upon the quality of the relationship between the client and their therapist. Organisational Psychotherapy proposes that the same dynamic holds for organisations in therapy – positive outcomes are contingent upon the quality of the relationship between the organisation and its therapist(s).

Fundamental: The Therapist is a Constant Exemplar of Congruence

In some schools of therapy (Rogerian Therapy, a.k.a. Client Centered Therapy, for example) the idea of congruence looms large. And the role of the therapist in modelling/exemplifying congruence assumes a major significance in the relationship between the therapist and the client.

In engagements with larger clients, where the workload may suggest more than one therapist working with the client during a given period, the body (team) of therapists, as a collective entity, also exemplifies this congruence.

Fundamental: Therapists Have No Agenda

Outwith the basic agenda of accompanying the client of its journey, the Organisational Psychotherapist has no agenda. No pet solutions to suggest, no proposals as to how the client might choose to become better. Simply accompanying the client on their journey, with compassion and empathy, is the thing.

Solutions, strategies, new assumptions, beliefs and behaviours are the domain of the client. It’s not the role of the therapist to suggest “improvements” or changes (as might a coach). Rather, it’s his or her role to lend empathy and emotional support to the client in their journey. A journey which *might* include the client discovering more effective strategies, behaviours, assumptions and beliefs to replace some or all of their original strategies, behaviours, assumptions and beliefs.

Fundamental: Psychotherapy is About Treatment (It’s not Psychoanalysis)

I hesitate to use the word “treatment”, with its connotations that the client is somehow less than health, or needs “fixing”. I find these connotations entirely unhelpful in the context of therapy. Yet the word is sufficiently recognised to retain some explicative utility.

As intellectual understanding blocks empathy (Cf. Rosenberg, Nonviolent Communication), the Organisational Psychotherapist tries to avoid understanding what might be happening within the client’s collective psyche. Empathy without intellectual analysis (nor judgment). Just be there for the client. The world is a scary place, the organisation’s journey can be lonely without a friend.

Fundamental: Avoidance of Dependence

Organisational Psychotherapy aims to proceed toward a future where the client can take care of themselves, without the need for external intervention or support from a therapist. A future in which the client has become sufficiently self-aware and skilled in self-care that it can sustain its journey from its own resources.

The journey to self-sufficiency make take time, and proceeds at the pace with which the client is (more or less) comfortable. That is, the experience of therapy may cause discomfort on occasion, but the pace of progress Is never set, or forced, by the therapist.

Fundamental: The Client (Organisation) Owns Their Progress

As in individual therapy, Organisational Psychotherapy proceeds on the basis that clients deeply want change, even if there might be resistance to varying degrees and from various quarters, from time to time.

– Bob

Further Reading

The Nine Principles of Organisational Psychotherapy  ~ Think Different blog post