Organizational patterns

buildingPatternsOrganizations are patterns, systems and expected behavioural functionality.

These organizational systems and behaviours emerge from the interaction of forces, the extremity the organization is addressing, the founding impulse and the archetypal light within the energetic environment. The desire for harmony within the principle of duality promotes certain behavioural styles and organizational systems. The interaction of the archetypal light and the founding impulse produce particular organizational patterns. In an Emergency Service for example, people grapple with the force of destruction and the force of preservation. Interacting with the principle brings character patterns that are both higher mode and lower mode.

By embracing the force of destruction/preservation you get the hero (higher mode) and the bully (lower mode) character patterns. The hero may need to use the principle of destruction to ensure all are safe (such as breaking doors to rescue people), they will use the principle of preservation and order to control a situation until all are safe. The bully also embodies both the principle of destruction and the principle of order, but they use the forces in a negative manner, for example to victimize sensitive employees. In essence, organizational systems (standard procedures, norms etc) and character patterns are created as people grapple with the tension within the principle of duality (order/chaos for eg). Character patterns and organizational systems are what emerges from the interaction.

What is powerful for organizational self awareness is to recognize the higher and lower mode of each pattern or system. The benefit is that recognizing character patterns takes away the blame culture for inappropriate behaviour. Healing dysfunction becomes something that is a joint endeavour. Employees will recognize the higher and lower mode of each pattern and will begin to self correct and to support colleagues to do the same.

Pic: Building Ireland by Helen Russ
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