I struggle to find words to express how stressful and exhausting this experience is. As time goes by, I range from anger to frustration to despair. The sheer relentlessness of it tests my Christian values to the limit. I’ve written so many letters in my head and yet, thankfully, managed to avoid sending them. I’ve explained how I’m feeling and asked the farmer, politely, to consider alternative methods available that are not so intrusive. No response. The loud blasts continue. No end in sight.
And now imagine the farmer’s experience. Struggling to make a living, growing and selling his crops in an increasingly competitive market. Climate change making things worse, alternating between drought and floods. Birds wreaking havoc, or so it seems to him, on the crops. Every loud bang brings a feeling of comfort, an expectation of birds dispersed, hope for a good crop this year. The guns make him feel safer, better protected, more able to deal with the challenges he faces.
This begs questions such as whether the gas guns actually have what the farmer considers to be the desired effect (because increasing evidence shows they are ineffective or even, over time, attract birds) and whether a better win-win solution could be found. However, the striking aspect I want to focus on here is how two parties are able to experience and respond to what is, on the face of it, the same phenomenon, in this case loud bangs throughout the day, so very differently.
Bolman & Deal explored this phenomenon in 1991 and commented that, ‘What’s important is not what happens but what it means’, that is, that every event carries with it potential psycho-symbolic significance. This resonates with Ellis’ earlier observations (the basis for his rational emotive therapy, forerunner of cognitive behavioural therapy) that what we feel tends to be governed more by what we believe about an event, what associations it holds for us, than the fact of the event itself.
There are important implications for coaching and organisation development, as there are in therapy. When working with individuals, groups and organisations, we need to pay attention to what is happening in the client’s world and what meaning, what significance, it holds for them. Imagine, for instance, a change initiative at personal, team or organisational level. What, subjectively, will the change mean to the client? What hopes and fears and implications does it evoke for them?
The client’s meaning-making is likely to be influenced psycho-dynamically (i.e. how it resonates with their previous experiences) and culturally (i.e. how their cultural group – e.g. team, sector or wider community - makes sense of these experiences, including what value judgements it places against them). It means that where leaders seek to introduce proposals, solutions or resolutions, they need to take careful account of different stakeholder values, goals, perspectives and experiences.