Executive DharmaExecutive DharmaLight and shadow work in organizationsLight and shadow work in organizations

Executive DharmaExecutive DharmaLight and shadow work in organizationsLight and shadow work in organizations

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Some organizations seem to be under a shadow, a dark spell.

It may be the whole organization,it may be a part of the organization.

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dark

creepy

ill

gloomy

unreal

viper’s nest

poisoned

dangerous

dirty

sticky

corrupt

dead

feverish

exhausting

crazy

Think of places or departments that without a clear explanation deserve one or more of the

next labels:

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• Some organizations or departments seem to be cursed. • Nothing goes well. • Sick leave and personnel turnover remain high, initiatives fail, hard working people get burnout.• Managers may be changed, personnel may be changed, new policies, new strategies, restructuring, nothing really helps.

Such organizations we find especially in the public sector. Because the private sector knows closure and bankruptcy.

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• Some organizations or locations or departments persistently have high turnover of personnel or high absence due to sick leave.

• At some management positions consecutive people fail.

• Some organizations or locations uncommonly often have had accidents,burglary or fire.

• Did you ever have nightmares about an organization or an assignment?

• Did you ever fell ill after visiting or staying some time at an organization?

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The concept of widow-maker

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What are dark influences? They can be distinguished into dark energies and dark presences.

We will explore these forces by doing some visualizations and some organizational constellations.

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We may find ‘karmic’ incidents in the biography of the organization:

• Lethal accidents• Betrayal• Gross injustice• Fraud and falsehood• Gross incompetence• Waves of public fear, revulsion or hate

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How do these dark influences enter? The main gates seem two opposite “management sins”:

1) a one-track mind or obsession, and 2) shirking responsibility.

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Examples of monomania:

• Being the biggest, being Number One• Cutting costs• Idolizing quarterly earnings• Turnover per employee• Ratio direct/indirect personnel• . . . or any other single ratio• Being the first• Size of personal paycheck• Belonging to the elite, the rich and powerful

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Examples of shirking responsibility:

• Leaving the company before the consequences of your actions become apparent• Closing plants or offices that are important to local communities• Whitewashing• Creative bookkeeping• Delegate problems to powerless coordinators, assistants, committees or consultants.

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At the other side are good influences in organizations that promote organizational and personal success and well-being.

These influences come from or through people: founders, key figures, key customers and sometimes key providers.

Courage, wisdom and good-luck may join forces and produce good-will, and development.

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But what is courageand how do you get it?

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And what is wisdom and how do you get it? 1

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And what is good-luck and how can you get that? 1

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Think of departments or organizations that deserve one or more of the next labels:• energetic • interesting • alive• optimistic • exemplary • bubbling• vital • decent • open• in flow • common sense • visionary• trustworthy • practical • innovative

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Did you ever have lucid dreams about an organization or an assignment?

Did you ever feel invigorated after visiting or staying some time at an organization?

Do you know organizations or locations that are remarkably happily located?

Do you know positions where at least three consecutive people succeeded against odds?

Do you know of organizations that have been lucky more than once?

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The light influences themselves can be distinguished into light energies and light presences.

We will explore these forces by doing some visualizations and some organizational constellations.

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How do these light influences

enter?

The main gates seem two

opposite “management

graces”:

1)heart for the primary

process, and

2)personal mastery. 21

Where do light and darkness meet?

• In power and influence, • in emotional relationships, • in customer relations, and • in money matters.

And in general: in the hearts and minds of people.

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There are limited, but real options for organizational transformation: bringing an organization on a different level of energy, performance and meaningful success.

By focussing on the organization: core issue transformation.

By focussing on the people: personal mastery.

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Executive DharmaExecutive DharmaLight and shadow work in organizationsLight and shadow work in organizations

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