In praise of organizational dissatisfaction

Are you frustrated with an organization that you are a part of? Irritated by the gap between the ideal and the reality in the organization? If so, hallelujah!

My understanding is that Ignation spirituality tells us that a feeling of dissatisfaction in our life can be a sign that God is actively pursuing us, seeking to draw us closer to what is true and life-giving. From this perspective, the dissatisfaction is something to celebrate. The longing for something more might be a seed that God has planted inside of us.

I believe that the same can be true in our experiences with organizations that we are a part of. Dissatisfaction that we feel with the current state of the organization might be a sign that God is actively drawing the organization towards healing, towards a truer calling.

Of course, dissatisfaction might also be a cynical pattern that we are stuck in, which keeps us from moving towards what is good around us. In my work with organizations, I like to focus on noticing what is the good, life-giving core to the organization, and build on that. But I also believe that actively paying attention to dissatisfaction can also be life-giving.

I recently facilitated a series of community meetings that left me feeling "brought low." In facilitating these cross-cultural, cross-generational dialogues I felt humbled by my personal and professional limitations, noticing my urges to withdraw when conflict emerges. In the meetings, we also felt some of the dissatisfaction that members of this organization had, such as frustrations about cultural gaps and tensions within the building. When I came home after these meetings, I felt reminded that my own limitations can be a helpful reminder to turn things over to God and to the community around me. I want to be supportive of God's movements in organizations, and not just try to fix things on my own.

Last week I had the chance to think about ideas like this as I participated in a seminar about the "Theology of Institutions," which was organized by a group called Seeing Things Whole. Several papers published by Seeing Things Whole lay out five premises about the theology of institutions:

1. Institutions are a part of God's order
2. God loves institutions.
3. Institutions are living systems.
4. Institutions are called and gifted, they are fallen, and they are capable of being redeemed.
5. Faithfulness in institutional life is predicated upon the recognition and management
   of multiple bottom lines.
   

What do you think? Does God love AIG?

15 ways to cultivate spiritual grounding in work with organizations

Most of the work I'm doing now is Organizational Development consulting--usually contracting with organizations to facilitate long-term planning and goal-setting. In doing this work, I'm seeking ways to integrate my interest in the spirituality of organizations into that consulting. I want to incorporate spirituality into what I'm doing, while also respecting that most organizations I work with are not explicitly spiritual or religious groups. I am also keeping in mind that I have lots to learn.

This is a list of 15 ways I'm aspiring to begin this integration. They aren't all appropriate in all circumstances, and I certainly don't do all these things well--but I have found each one of these meaningful in at least one project.

**
1. Don't take myself too seriously. Remind myself that it is not up to me to fix any organization. There is a Higher Power up to something much better than anything I could come up with, and many in the organization are listening carefully for what is true and right for the group. If I listen carefully, I can play a small role in that larger movement.

2. Return to purpose, both for the organization and the individuals. Reflect on what is in sync with it, and what is not.

3. Affirm the gifts in the people and organizations that I am working with--both practical and spiritual gifts.

4. Pray for people and the organization--by myself, with friends, and, if way opens, with people in the organization I'm working with.

5. Frame decision making in organizations as discerning the calling of the organization--where the world's pressing need meets the organization's deep joy.

6. Notice who is on the margins of the organization system (and systems connected to the organization). Go to them, listen, and incorporate that input in planning.

7. Meet individually with key leaders in the organization and other involved staff. Ask how organizational changes and challenges fit with their own personal and spiritual changes and opportunities.

8. Support deep and effective collaboration among organizations and individuals that is not ego-centered or self-centered, so no one organization self-interest is dominating a partnership.

9. Call attention to professional development in those I work with (and myself) that includes ways to open our hearts, minds, and wills. Reflect together on the mental models and emotional habits that could allow more effective action in the workplace. The language of "personal mastery" in some work cultures taps into this.

10. Focus on values they'd like to guide the organization. Build consensus about what these should be and how they apply.

11. Ask for stories of where the life-giving energy is in the organization, using Appreciative Inquiry language and processes.

12. When individuals and organizations are hitting walls, look for openings where we can notice and trust new ways of being that are emerging, letting go of ego and control.

13. Invite community building within the organization, at whatever stage of community they are at. Look to conflict as a way to deepen community, drawing on circles and other forms of community-building.

14. Ask about the organizational and individual shadows that hide behind the strengths. Ask how these shadows are related to, and what they can teach us. Acknowledge my own shadows.

15. Develop a shared vision for the communities they are seeking to build. Allow that vision to bring together diverse gifts to make it happen.

Roland Sullivan: Spirituality and Whole System Transformation

In the past months I've looked under many rocks for stories of deep transformation within large organizations. I hadn't come up with many stories--until I interviewed Roland Sullivan this week. Roland has worked on "whole system transformation" with more than 1,000 organizations since the 1960s. He's been one of the pioneers in the field of Organizational Development. He's also been practicing yoga for 45 years, and he has an amazing amount of energy. You might want to fasten your seat belts as you watch some of these video clips from my conversation with Roland:


The value of self-transformation / Continually grow towards the love of God by changing to become more according to his will / Every time I work with a client I tell them "please help me change"

More video clips:

A challenge to YOU to stay in step with the pace of change in the world

Spirit is truth / I try to get organizations to find their truth in a safe way. I have all kinds of tricks. / Getting to organizational intelligence

Everyone is using the word "transformation" / Very few know how to create it

Competencies of a change agent: Being, Skill, Knowledge

How I transform an organization:
1. Transform a leadership team
2. Transform a critical mass of the organization
3.Transfers to an internal change agent, who is able to sustain the change work long term

Seven doors into the spiritual development of organizations

I believe that every organization has the possibility of engaging spiritual depth as a part of the organization's development. However, my experience has been that each organization has its own unique language and ideas that are doors into that spiritual opening I'm looking for. The doors to spiritual development in one agency might not work in another group. When I talk about the "spiritual development of organizations," I mean finding ways of relaxing our attachments to our individual and organizational egos and connecting with a purpose and meaning greater than ourselves. Here are seven doors that I've seen organizations use to enter into spiritual development:


Deep Partnerships and Collaborations: Most organizations that I know are strongly driven by a desire for self-preservation and expansion. In some organizations, I've seen deep partnerships with other organizations help people transcend narrow self-preservation with broader purposes that serve the community. Even though this path can be hard and include plenty of conflict, external factors like reductions in funding are pushing many groups in this direction.

Creativity and innovation: An openness to creativity in product and project development can develop an atmosphere of openness. Playfulness and experimentation can get us unstuck from habitual patterns and open us to deep guidance.

Shared values and/or vision: Collectively developing and agreeing on shared values and/or a vision has been a foundation for many groups. The discipline of continuing to return to these values and vision for grounding can certainly bring depth.

Community: Trusting, close working relationships within an organization can lead to an openness and honesty that contributes to the collective spiritual development of the organization.

Crisis or conflict: Whether intended or not, the tensions and unexpectedness of crisis and conflict can throw us out of our typical ways of operating. Some groups are able to use this for deepening.

Systems thinking: Peter Senge's books on systems thinking have popularized methods for seeing individual actions as part of larger flows that we can influence but not control. I think the shift into systems thinking can parallel and cultivate spiritual development.

Discernment: I've seen secular methods for strategic planning tap into just as much depth as faith communities seeking to discern and follow divine guidance. Future planning can be a way of listening for calling--where the deep joy of the organization meets the pressing needs of the broader community.

These are preliminary thoughts about doors into spiritual development for organizations. I welcome your feedback and dialogue!

Photo credits

The Great Turning and the Evolution of Organizations

I think that we are in the midst of a big cultural turning, and the basic paradigms behind the way we structure and operate organizations are changing. The more I talk with people and learn about organizations, the more convinced I am of the gradual, awkward steps that we are taking in this transition.

When I interviewed Kay Pranis last fall, she said:
"We are going from a Newtonian physics model of organizations and how we treat one another to a Quantum physics model. All of our relationships, all of our institutions--families, churches, schools, justice, social service, are all structured in the Newtonian physics model. Those structures have a life of their own that keeps reasserting itself."

In the book, Theory U, Otto Scharmer, says that life in many of our contemporary organizations is like working in Enron or East Germany shortly before those institutions fell. We know that the institution (and the worldview behind it) has started to collapse. At the same time, most of us are still denying the reality of that collapse. The book came out before the current economic downturn, but even after these economic changes, my impression is that most organizations are still thinking of this recession as a blip in the longer-term continuation of ever expanding economic growth and hierarchy as it has been.

David Korten, in his book, The Great Turning, says that current crisises are presenting us the opportunity to replace the paradigm of Empire with one of Earth Community. The values of Earth Community are based on sustainable, just, and caring communities which incorporate mutual responsibility and accountability.

In my limited experience, the glimpses of the kinds of organizations that are emerging are fleeting and hard to grasp on to.
I think that the form of organizing and governing called Holacracy, is offering some experiments in rethinking organizations according in ways to fit with emerging dynamics of mutual leadership and accountability. The book, The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations, also captures some of how decentralized but cohesive organizations are emerging. I think both of these examples are helpful, but I also think they are very partial perspectives of what is emerging. I think they both miss some of the ethical, spiritual, and political dimensions of dynamics that are emerging.

In some ways we are seeking to step forward, in other ways, we are seeking to return to ancient and sustainable ways of organizing ourselves--relying more on the land, elders, and traditions that we came from. I don't think that a healthy "Earth Community" version of this evolution is inevitable, but I do believe that it is a future wanting to emerge, which we can help bring about.

This year, I'm grateful to be working with the FATHER Project. I think this project reflects one part of this evolving way of doing organizations. The FATHER Project is based on a deep partnership between many different nonprofit and government organizations, all working out of one site. The identity of who "owns" the project is shared by many organizations, not just the "lead organization" (Goodwill/Easter Seals). I think this depth of collaboration is one characteristic of organizational structures that are emerging.

Do you see institutional crumbling happening around you? Do you see any glimpses of new organizational life coming out of those ashes?