‘Organisations do not exist. People do.’ This was the provocative title I chose for a dissertation I wrote some years ago now. The idea, the belief, has stayed with me. It shapes how I think about and approach leadership development, OD, coaching, facilitation and training. Inspired by Gareth Morgan’s Images of Organisation and insights from social constructionism, I continue to be fascinated by how the images we hold when we think of ‘organisation’ influence and, at times, constrain our awareness, actions and the range of options we believe we have available to us.
So I meet you in the street and ask you to tell me about you organisation. You may start by telling me about the products or services you provide. You may well move onto saying something about the structure, by which you are less likely normally to mean the physical structure and more likely to mean how jobs, roles, responsibilities and authority are organised. You may well describe or depict the structure like an organisation chart. Now here’s the important bit. Insofar as you and everyone else in the organisation believe this structure exists and behave as if it does, to you – it does.
Now imagine that the structure dissolves so that what is left is people and whatever physical assets the organisation may own. Imagine that people are released from job titles, role boundaries and that you now see them as whole people, rich with experiences, in vibrant colour. You have a task to achieve and you invite people with the best energy, enthusiasm, skills and life experiences to offer. As different tasks arise, different people get involved. Imagine, just for a moment, what that could look and feel like and achieve. Imagine the creativity and potential for innovation. Imagine!
What did this thought experiment reveal for you? What images are constraining you or your clients? What assumptions are you making about what’s possible? What dreams could be realised if the images were to change? What would it take to make the shift?
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