Setting up an organisation?
When we talk about constellations, we often mean family constellations. However, there are many other working methods and therefore variations on the same phenomenon. For other forms, see family constellations or table constellations. This page provides more information about the phenomenon of organisational constellations in particular. Yes, indeed, just like a herd of elephants, we often follow each other... or we become detached from the herd.
The setup can be done individually (using objects) in the safety of a one-on-one session, but also literally live in your organisation with the “real” people involved!
Starting point
Organisational constellations provide insight into the dynamics at play within an organisation.
Just like systems in nature, organisations also seek balance: a balance between giving and taking within all levels of the organisation. In addition, the functioning of organisations is determined by the context in which the organisation operates, its history, its guiding principles (what does the organisation do, for whom and why), and the staffing and structure of its positions. Organisations are therefore constantly seeking balance within the organisation and between the organisation and its environment.
Dynamics
Creating constellations that reveal dynamics. They show the relationships between departments or between different management layers, the relationships between the company, products, customers and visions, and what untapped potential may still exist in the system. This gives the person who brought the case new insights into obstacles and opportunities in their company or organisation. These insights often provide tools to make the situation easier to handle or to take new steps.
Constellations, or rather, the systemic way of looking at organisational systems, is a philosophy that looks at the system as a whole. Without judgement, without making anything more beautiful or uglier than it is, and with an eye to the future. It is a method of few words, which shows the reality of the organisation as it is.
A number of systemic principles are:
- Organisation where each part of the organisation has its rightful place in order to function effectively (e.g. based on seniority, hierarchy, commitment and qualities)
- Balance in give and take that leads to a healthy and ever-growing exchange
- Pleak, and with it recognition, for every person, concept, founder or other element that contributes or has contributed to the organisation throughout its existence.
Steps in the process
In a brief interview, we clarify with the questioner which individuals, roles, concepts, and other elements are relevant to the question. For example: the project manager, the client, the project manager's boss, the customers, and perhaps also the project goal. In terms of content, the questioner says as little as possible about the course of the project so far. The person who submitted the question then selects individuals from among the other participants who represent the various elements of the system. These representatives do not need to do anything special, except know which element they represent. The representatives therefore know nothing about the organisation or the project that is to be set up.
Then the constellation is created: intuitively, the person posing the question places the representatives in relation to each other in the space. Then something remarkable happens, something that has been inexplicable until now. The representatives immediately sense how the field of relationships in which they find themselves is represented in this system. This field of relationships almost always corresponds closely to the actual situation. Images and insights spring to mind about connections, obstacles, but also possibilities within the organisational system.
As the facilitator of the constellation, I ask the representatives what they experience in the constellation. This often provides insights for the person who submitted the question.
A number of interventions can then take place. By changing the positions of representatives, adding missing or excluded elements and sometimes by naming relationships in the constellation, it is possible to look for good solutions to the case presented. If the constellation reveals solutions (and this process is supported by the facilitator), energy flows through the system again and the person who raised the question is given images of what a potentially fruitful constellation might look like.
Who is your conversation partner?
Ben ter Horst
Our rates
Group organisation setup
- An organisational assessment requires preparation and follow-up; the intake is followed by a quotation.
- The rate is €125 per hour excluding travel expenses.
- The intake/introduction is initially non-binding, but if you proceed with the process, it will be charged.
- The guidance is provided by Ben ter Horst.