Gareth Morgan in Images of Organisation (1986) commented, ‘People have a knack for getting trapped in webs of their own creation’. It’s as if we can create ways of seeing the world personally and between us that become fixed and prevent us seeing alternatives. According to social construct theory, we never really see the world for what it is, but rather as how we learn to perceive and make sense of it. This means that we attribute meaning to people, objects and situations, rather than perceive them objectively.
Personal and social construct psychology are interested in how people, groups, organisations and societies create their own ‘reality’. The language, images, metaphors and stories we use both reveal and reinforce how we see, experience and respond to the world. So, for instance, if we talk about a team, an organisation, an organisational structure etc, it may be to us as if those abstract entities actually exist in their own right, rather than simply as a way of thinking about and organising our psychosocial perceptions and experience.
Depending on what images, beliefs, values and assumptions we hold about such ‘constructs’, we can find ourselves holding fixed views that blind us to alternative ideas and options. Social construct coaching is not about unearthing ‘the truth’ but exploring alternative constructs. Social construct coaching aims to help a person or group to surface, examine and challenge the constructs they have inherited and created and to experiment with creating alternative constructs to see what they may reveal, release and enable. Sample techniques:
*Invite the coachee or group to depict a real work scenario, e.g. by drawing on paper, using objects (e.g. toys) or configuring people in a room to see what picture (or ‘construct’) emerges.
*Encourage the coachee or group to reflect on what has emerged, e.g. who or what have they included and why, how have they positioned themselves in relation to others and why etc.
*Challenge the coachee or group’s assumptions, e.g. who or what is missing, what evidence is there to support any assumptions, what evidence could point towards contrary conclusions?
*Urge the coachee or group to consider how people from diverse situations might perceive or approach the scenario, e.g. from different genders, cultures, ages, jobs, positions in hierarchy.
*Support the coachee or group to experiment with radical alternatives, e.g. draw the diagram upside down, swap roles and places, play with opposite words, images and metaphors.
Person and social construct coaching can enable changes in perception, resulting options and personal-cultural behaviour. The most exciting examples result in a fundamental paradigm shift, a total reconstruction of how an individual or group perceives, shapes and responds to the world.
Who or what has most influenced your OD thinking and practice? What maxims or principles do you bear in mind as you approach organisational issues from an OD perspective? Someone asked me this question recently and I crystallised my response into seven statements, drawing on background influences including Morgan, Schein, Bolman & Deal, Gergen and Burr:
*Organisations do not exist but people do.
*Every action is an intervention.
*Actions have symbolic as well as rational meaning.
*What’s important is not what happens but what it means.
*The same event has different meanings for different people.
*People get trapped in their own psychological and cultural constructs.
*What passes for rationality is often irrationality in disguise.
These statements, taken as a whole, create a metaphorical lens through which I often view, analyse or interpret a situation or experience. They help me to consider an underlying question, ‘What is really going on here?’ before attempting to work with a client or organisation to devise a way forward. What maxims or principles do you use to guide your practice?
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