Seeing the Whole System

How Systemic Constellations benefit organisations of all sizes

Organisational constellations are about seeing issues in the context of the wider system. They offer a holistic, intuitive and proven way to putting changes in place, and to resolving issues in any organisation.

Constellations are a way of visually mapping relationships and structures in organisations, that can help identify where there are opportunities for improvement.

When an organisational issue persists despite analysis, discussion and repeated attempts to address it, the difficulty or tension may not sit with one person or team or function.  It may arise from established relationships and patterns that operate across the wider system.

The natural reaction in many organisations may be to respond to problems by looking at them in isolation. For example, if a team is underperforming the organisation may examine the leadership, skills or processes.  If employees are disengaged, we look at the culture, performance management and communications systems that may be causing that.

However, more insight often emerges by looking at the problem through a systemic lens, taking into account the relationships between all the parts and what has gone before.

A systemic lens looks at the organisation as a living network of relationships, roles, histories, loyalties, customers, stakeholders, resources and purposes.  Each part is interconnected and influences the others.  Organisations are also part of wider systems (group companies, sectors, markets, membership organisations, etc.) that have a bearing on organisational health.

What is an organisational constellation?

An organisational constellation is a practical, diagnostic intervention, that enables participants to see what elements are working in any system, and what ones are not.  Essentially, it is a simple, direct, experiential method to get to the underlying cause of an issue and work together to find ways to resolve it.

Systemic constellations make visible what is unseen but known and felt unconsciously, within the system.

How it works

The process begins with a clear question or problem.  Following an initial discussion, the facilitator will help the client to identify the elements that appear relevant to the particular issue, for example the market, strategic objectives, leaders, stakeholders, employees, functions, products and services, etc.  A process is then used to create a 3-dimensional map or visual representation of how the elements sit in relation to each other, and what patterns arise as a result of that relationship.

These elements are visualised using the participants themselves or using floor markers, objects, post-it notes or an online interactive tool.  The positions and relationships show a visual map of how the system is currently perceived by individuals, essentially making their mental models explicit.  This ‘living map’ allows relationships and hidden dynamics to become visible and available for exploration.

Through observation and data collection, the facilitator will guide the process as an inquiry that challenges current systems and explores better ways to structure them. The facilitator can also test interventions to reveal what is needed to create more flow or ease in the system.

This process helps participants gain new insights and perspectives, explore paths to resolution or better alternatives – and to gather information for better choice-making.

Principles that guide systemic constellations

The method has its origins in the family constellation work developed by German psychotherapist Bert Hellinger.

Its use in organisations began in the mid-1990s, when psychiatrist and organisational consultant Gunthard Weber began exploring how constellation principles could be applied to businesses and other work systems. The has since been developed internationally through systemic coaching, organisational development and the emergence of systemic management practitioners such as John Whittington, Caroline Ward and Cecilio Fernández Regojo whose training has been undertaken by Rebecca Hadrill and Gary Joyce in Genesis.

Benefits of this approach

Organisational constellations can help leaders and teams to:

• Examine and resolve issues in the context of an overall system, rather than in isolation.

• Reveal hidden dynamics, relationships and knowledge that may not emerge through conventional analysis.

• Identify what is missing, blocked or out of balance, to better understand the roots of a persistent issue.

• Create fresh perspectives by seeing situations differently.

• Reduce blame and build a shared understanding, by revealing the wider conditions that sustain negative patterns.

• Explore and test possible interventions in real time, using a quick and versatile process that draws on rational, emotional, cognitive and intuitive information.

Application

Organisational constellations can be applied to many areas including team coaching, strategic planning, pricing, recruitment, scenario planning, leadership development, market positioning, conflict resolution, succession and negotiation.

It can be an invaluable approach when an issue is complex or one that is persisting despite efforts to resolve it. This is especially the case when an issue is associated with an organisation’s history or structures.  

Constellations can be used as a once-off session with the leader or team or within a wider group workshop.  The process can be facilitated in person or online.

Widening the lens

By slowing down and taking a step back, by “zooming out to zoom in”, participants discover that the issues they are trying to solve are often part of a larger pattern.  They begin to recognise what needs to be acknowledged, included or clarified and what small changes might be needed to restore movement.

Often, the most important shift is not changing the system but seeing it differently and recalibrating the parts that are not functioning at their best.

Organisational constellations are about seeing issues in the context of the wider system. They offer a holistic, intuitive and proven way to drive change and resolve complex issues in any organisation.

Genesis uses systemic constellations as part of its work.  If you’re interested in knowing more, please get in touch with Gary Joyce or Rebecca Hadrill.

"Not everything that is faced can be changed, but nothing can be changed until it is faced." - James Baldwin