The Business Case For Organisational Psychotherapy
I’m 99% certain that 99% of the people I meet have 99% of no idea what an organisational psychotherapist does, and moreover, the value that such a skill-set can bring to knowledge-work organisations.
In an attempt to clarify my value proposition in my own head, so as I might just be able to explain it a little better to those few folks who are kind enough – or interested enough – to ask, I’m writing this post.
The Ten Second Version
“Helping folks find and adopt more effective strategies for getting their needs met (in group settings).”
Organisational Psychotherapy focuses on:
- Shifting the collective mindset of the organisation
- Improving the organisation’s health
- Improving the collective cognitive function of the organisation
Shifting Collective Mindset
The collective, organisational mindset is absolutely key to the effectiveness of knowledge-work organisations of every kind, everywhere. Who better, then, to work on shifting an organisation’s collective mindset than folks who understand organisational psychotherapy?
Note: In my work with Rightshifting and the Marshall Model I explain why mindset is the key to effectiveness – and the challenges involved in making the necessary shifts.
It follows, then that to shift an organisation to the right, to make a business significantly more effective, involves effecting major change in the collective mindset of that organisation/business. Who has the skills, experience and training to do this? Organisational psychotherapists.
In addition to shifting collective mindset, and in some ways related, organisational psychotherapy delivers improved organisational health.
Patrick Lencioni writes in his book “The Advantage”:
“The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.”
What is a healthy organisation?
From an organisational psychotherapy point of view, it’s one where:
- people find deep joy and fulfilment in working together
- everyone actively and enthusiastically cooperates with one other
- people are well-aligned to the shared purpose of the organisation
- we see high levels of trust, self-organisation and mindfulness
- thinking and feeling are natural behaviours
- most folks strive to be the best they can be
- everyone’s needs are being attended to
And why is it “the single greatest [competitive] advantage…”?
Because even the smartest organisation in the world, the one that has mastered strategy and finance and marketing and technology, will eventually fail if it is unhealthy. Because without the diseases of politics and confusion and piecemeal-ism, an organisation will inevitably become smarter and tap into every bit of intelligence and talent that it has. And because of the direct correlation between organisational health and cognitive function – and thus the performance of everyone engaged in knowledge-work.
And, why then is it not on most organisations’ radars?
Because it’s hard work. It’s neither a quick fix nor a silver bullet. It’s not sophisticated nor shiny-shiny nor sexy. It doesn’t excite those executives who like to find their next great idea in the Wall Street Journal or the Financial Times. And it doesn’t play well with the mechanistic, Theory-X oriented mindsets so prevalent in businesses today. Nor with their Balance Scorecards and RACI matrices and coercive process-orientations.
“…the biggest reason that organizational health remains untapped is that it requires courage. Leaders must be willing to confront themselves, their peers, and the dysfunctions within their organization with an uncommon level of honesty and persistence. They must be prepared to walk straight into uncomfortable situations and address issues that prevent them from realizing their potential.”
A Story About the Benefits of a Healthy Organisation
If you’re interested in a story about the tangible – and bottom-line – benefits of organisational health, you might like to read Lencioni’s “Four Obsessions of an Extraordinary Executive“.
Improved Collective Cognitive Function
Knowledge work such as software development involve people working – thinking, feeling and learning – together. Most people are relatively unskilled and thus relatively ineffective at this. Organisational psychotherapy enhances collective mindfulness – from which emerges both improved awareness and improved group-oriented skills, and thus improved collective cognitive function. And people who are more skilled at working together do better work.
I’d love to hear why organisational psychotherapy and its benefits re: rightshifting mindset, organisational health and improved collective cognitive function isn’t on your organisation’s radar.
Seven Reasons Why Every Business Needs A Therapist ~ FlowchainSensei
The Power of Meeting Your Employees’ Needs ~ Tony Schwartz and Christine Porath (HBR article)
Collective Cognition in Humans ~ Clément, Krause, et al.
5 Reasons Why Business Can’t Afford to Ignore Psychology For Another 100 Years ~ Louise Altman