Consciousness is the basis and resource
In times of AI and digitisation, a high level of specialist knowledge and methodological competence is not sufficient. One of the nine competencies that organisations of the future will need to acquireis the development of an overarching and shared awareness. It is the basis for the success of the challenges faced by society, organisations, companies and individuals.
The global upheavals on the system levels (social, economic, ecological) bring society and companies to new challenges whose solutions are not obvious or contained in a Best Practice Guide. More flexible work structures and social individualisation tendencies lead to changes in known hierarchies towards new forms of organisation.
A working environment must also be created which, in addition to dynamic structures, creates an environment in which co-creativity, potential development and wholeness1 become possible.
Awareness of this change is growing, but in addition to this general awareness, an expanded, jointly understood awareness of how “being human” expresses itself in the organisations of the future and how it can succeed must emerge. This shared, common awareness should become a natural part of our working culture.
Shared Consciousness – Common consciousness of a group
Shared Consciousness is a state of consciousness that enables each individual and the organisational system to experience themselves as an integral part of a dynamic overall structure. In this state, individual and organizational relationship dynamics and action logics can be traced in order to develop them further.
Organizations should be understood as living organisms. The interactions of all actors within this organism and with the environment should be consciously perceived.
We humans have much more effective resources at our disposal than just knowledge and craftsmanship. However, we must create framework conditions in which these resources can be developed.
For example, we tend to view feelings and emotions as something that doesn’t belong in business. We cannot assign KPIs to intuition, it is not measurable and cannot be promoted by bonuses. So we’d rather reject them than integrate them sensibly.
Shared Consciousness also includes the awareness that entrepreneurial success does not arise as a result of competition or competitive thinking between the various actors, but as a result of conscious, cooperative action. Awareness is therefore required at different levels: at individual, team and organisational level and in relation to the outside world. But it is no secret that the biggest part of what controls us as individuals lies in the unconscious. Likewise, in organisational processes and in daily cooperation, much is unconscious and shaped by beliefs that we no longer consciously question.
How can we achieve more consciousness?
First of all, there is a prerequisite: we need the insight that we need to achieve more awareness as individuals and as a group. We need consciousness for being conscious 😉
Then consciousness work is possible.
Individual and team level
The access to consciousness is at first always on a personal level. When individuals become aware of their role and influence, their thinking, feeling and acting within the organisation and its environment, solutions can emerge that have a positive resonance with colleagues and customers.
Concepts such as “psychological safety”2 can help to create a framework in the organisation in which reflective conversations and a feedback culture are possible that brings dignity into the world of work.
Meditations and perceptual exercises of the self, the counterpart and the respective relationship among each other are further building blocks.
Benefits of mirror principles and resonance laws*
Organisations are dynamic entities, which themselves are part of a dynamic overall structure with multiple relationships.
Crises and conflicts should not be regarded as annoying disruptions, but as indications of one’s own blind spots or hidden beliefs in strategic and operative action. They’re reflecting something. Just as the success of the competition or of another team, which we would also like to have so much, is a mirror. Problems are a direct mirror, successes envied an indirect mirror.
This awareness opens up the possibility of understanding entrepreneurial crises, interpersonal problems and the successes of others as an occasion for organisational development. The following applies: the greater the crisis, the stronger the conflicts, the greater the desire to be as successful as others, the more urgent the need to change the organisational mindset on the basis of shared awareness. The conscious perception of the mirrors as well as the transparent, common reflection on them helps to anchor the perspective of the mirror principle3 on an organisational level and to use it for “expanding consciousness”.
When we resonate with challenges and events, we first become aware of what the current situation is like: “What is my / our environment like right now? How do we react? What do we feel? “
That’s the “how resonance.”
The question of why we react in this way, why we feel that way, why certain problems occur in a certain situation, takes us a step further in our consciousness and closer to the solution. The understanding for the causes, the underlying meaning lies in the past, explains the current reality and enables us to find new levers for change and development in the future. We call this part of the resonance the “why resonance” 3.
Constellation work allows a bird’s eye view of the current situation of the organisation. This creates fields of perception that can usually be brought into consciousness unconsciously. They provide a safe, participant driven and action oriented framework to consciously experience the company as a whole and to explore different entrepreneurial options for action. In addition to presenting the entrepreneurial situation (how constellations) and illuminating the underlying causes of undesirable developments (why constellations), possible future scenarios (where constellations) can also be drawn up for the company4.
Shared Consciousness is an organisational state of consciousness that enables us to view, experience and use the relationships within and outside the organization. Thisadditional level of perception makes it possible to create framework conditions in which cultural and mindset development as well as potential development become possible.
*In a further article we report in more detail what mirror principles and resonance laws are and how they can be used in a meaningful way in cooperation.
2 Download Psychological Safety, at Modern Agile (see shop of the website): https://docs.google.com/document/d/1BAmaH1_U4z5tc3QpV5pMDoPsGmVSVYdSzefIfwjeT7E/export?format=pdf
3 Further, spiritual reflections on the mirror and resonance principle (German): https://www.stefanie-menzel.com/shop/frei-sein-leichter-leben-mit-heilenergetik/
4 Constellation work in companies (German): https://www.stefanie-menzel.com/sinnanalytische-aufstellungen/
stock-image-55991915-xl-2015 und stock-image-14127033-xl-2015.