What we do:
Organisations
Constellations At Work
Organisational Constellation Solutions
Cutting edge systemic field theory
There are no optimal, healthy, standard culture
in an organisation.......
But there dysfunctional patterns which are more
likely to produce problems......... (Horn. K)
What is a Constellation?
At its most basic, a Constellation is a “living map” of a particular system (an organization, or indeed an issue).
The process involves a clarification with a professional facilitator of the important elements involved. These elements could be individuals or groups such as clients, patients, customers, or even abstract things like money, culture, or strategy for the future.
This process is followed up by the client “setting up” the Constellation. The process is an immensely helpful way of taking ones’ internal, intuitive sense of the situation, and translating it into a
3D pattern – a “living map” that we can look and walk around.
Doing this shows us the more complex relational patterns between the elements.
However, a Constellation is much more than this static representation. Through a process that is not fully understood, it turns out to be a living, dynamic version of the real situation. By listening and seeing the experiences of the representatives, the Constellation will show clearly what isn’t working, what is, and what will support a more harmonious and beneficial resolution.
If you like, the map that really changes the territory.
“The solution is the restoration of flow”
(Simon, F)
“Fields of conflict – Fields of wisdom”
“Turn an internal problem to an external image, and then to an internal solution”
There is no doubt that organisations still require the benefits of classical management.
However, at strategic levels, and in situations of great complexity, the systemic model, which embraces Constellations, offers a number of key advantages.
· It is one of the few practical approaches to working with complexity
· It is brief and therefore economical in terms of time, money and resources.
· It is as useful for rapid diagnosis as for issue resolution and also for testing different strategic options and possibilities.
· It can be used with individuals as well as groups in a variety of settings.
· It does not require the actual representatives of a system to be under the same roof in order to explore their issues and find ways forward.
· It draws on the collective intelligence of a system.
· It supports intuitive “gut” approaches as well as emotionally intelligent “heart” approaches and cognitive “head” approaches.
· It enables change to happen in the room, which makes change back in the real team or organisational context more likely.
“Denying reality weakens….
Acknowledging reality strengthens”
What is a System?
What is a “system”, actually? Simply stated, a system is a number of elements that are connected to one another in continuously changing relationships.
When one element changes there is a simultaneous change in all the other elements.
If everything in a company or organisational system is constantly changing relationship, it means that we have to let go of the comfortable habit of thinking in terms of cause and effect.
A system is like the whole, it embraces all of the elements, including people, and abstract things like buildings or sales, and indeed, culture.
The Effects of Culture
- It offers distinctive categories for perception
(what we must look out for?)
- It offers a frame of interpretation for signs and symbols
(what means what?)
- It limits the behavioural possibilities
(what is forbidden?)
- It increases the probability of certain behaviours
(what is stipulated?)
“Body subservient to emotions”
“Emotions subservient to reason”
The Basic Values in an Organisation
Order / Structure
Trust
Knowledge / know-how
Giving priority to one of the basic values while neglecting others can cause instability in an organisation
Neglecting order / structure results in:
· Conflicts between employees
· Cliques / intrigue
· Dissatisfaction / workdays lost through illness
Neglecting trust results in:
· Loss of loyalty
· Employee turnover
· Lack of motivation / poor working atmosphere
Neglecting knowledge / know-how results in:
· Shortsighted decisions
· Poor investments
· Poor choice of personnel
“In a balanced organisational culture, the opposing principles such as order, trust and knowledge complement one another”.
Possible Applications
In the following checklist we will outline some of the issues that individuals, companies and organisations could present
Problems with colleagues and clients
·
· IImportant business decisions
· Leadership dilemmas
· Decision making
· Teams
· Refining company values
· Developing mission statements
· Identifying the resources needed to make a strategy work
· Whenever some quality is not clear, but has importance
· To identify where you / organisation are in relation to a project or piece of work
· When time is short
· Where there are recurring issues that you don’t understand
· To explore a relationship with money
· Many other professional and strategic issues
· For particularly sensitive or confidential issues
More about Constellations…..
As we create the living map of our issues, it enables us to see “below the radar” of our everyday awareness, which can often be useful insights into our life and work.
In a Constellation, the picture of the situation as it is, shows you exactly where and how systemic entanglements, or neglect of systemic principles, may be standing in the way of your success.
“Systemic pictures instead of analytical descriptions”
To solve complex systemic problems, business and consultants have to change their habitual avenues of awareness, and free themselves from linear – casual descriptions and explanations. This is where the Constellation method can complement classical approaches to consultation, by portraying the organisation systemically rather than analytically.
“The central task of planning is to meet the extreme ups and downs of the cycles. That’s why we must look at the whole”
After each Constellation you will be given information about the system dynamics at work in this case. For example, what violations of basic systemic principles allowed the problem to arise and escalate, and what would support a good resolution.
“The ‘Whole’ system should feel better after a constellation, not just one element”.
Biography
Professional Facilitator: Barry Foley B.A. Training & Education, Dip. Psychology, M.I.I.T.D.
Barry has extensive experience working with groups and organisations. He studied Family & Organisational Systems for seven years with the Irish Group For Systemic Training, and the Nowhere Foundation in the U.K. A trained Systemic Facilitator, he wrote a Thesis in 2005, contrasting the cognitive/behavioural approach with the Family & Organisational systemic work of Bert Hellinger.
He has worked with many organisations within Ireland, including elements of the HSE, and other government agencies.
He is the Course Director of Family Systems-Facilitator Training,
a two year experiential course on the systemic aspects of Family Therapy.
Contact Details
Name: Barry Foley
Address: Currabinny,
Carrigaline,
Co. Cork
Mobile: 086-8196138
Email: ssts@eircom.net
Website: www.hellinger.ie
About Organisational Constellations work
Systemic Constellation work is developing exponentially throughout Europe. It has been used successfully to provide insight to, and resolution of, issues in commercial companies, in schools, healthcare settings, the community and voluntary sectors, and indeed for individuals wishing to look at their work and its place in their lives.
Based on the innovative practice of Bert Hellinger, and initially adapted for organisations by Gunthard Weber, Organisational Constellations today also incorporates the work of other pioneers such as Virginia Satir and Matthias Varga von Kibed.
Organisational Constellations is incredibly adaptable and diverse in its application. It can be undertaken in groups of strangers, with teams, in one-to-one settings, and combined with other approaches to professional and organisational development. No other method gets to the heart of complex and intractable issues so quickly, or is as focused on providing insight and resolution for individuals, as well as teams and the wider organisational system.
You may ask:
What blocks the essential ‘knowing’ needed to move forward?
Is the block in your job, community, relationships or self?
Does the organisation or the individual feel ‘stuck’?
These are examples of the questions that sometimes confront us. Working within a clear confidentiality agreement, our courses are structured around ‘live’ work-related dilemmas, brought by participants.
Issues might include:
Problems with colleagues and clients Important business decisions Choice of career direction Our relationship with money Work/life balance & health Leadership dilemmas Many other professional and strategic issues | "Because I am the source |
Recommended Reading
Interested in further reading? We have compiled a list of reading material that you may find useful.
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Testimonials"Something very profound happened to me when I saw the truth being acknowledged. I feel very blessed to have had this experience" |