Introduction

First of all, organisational constellations have no connection with astrology!   They are powerful and creative ways to clarifying and resolving complex, potentially intractable issues associated with organisations.   It even works with complicated concerns that seem resistant to conventional approaches.   Pioneered by Bert Hellinger, a constellation is a way of representing the pattern of relationships within a system and how they interact.   These relationships may be between individuals, objects (such as a person's job), concepts (for instance, cultural values), through to large groups such as nations or events (for example, September 11).    The constellating approach surfaces the nub of the issue under scrutiny - see Figure 1 for the potential sources - in ways that brings fresh and clear perspectives.

Apart from bringing clarity, constellations give opportunities to experiment with possible options in a safe environment to aid decision-making.

Figure 1 Potential sources of the seed of the issue

How 'to do' a constellation

A constellation can be achieved in several ways.   What follows is a description of the standard approach, on which other methods are based.

The standard approach requires not only the facilitator and issue-holder but also a group of people who are willing to participate in a constellation.   The facilitator (sometimes known as a constellator) finds out from the issue-holder what he (this covers both 'she' and he') would like to be different in his work life and what key elements are involved.   The issue-holder selects people to represent the main elements of that particular system. He positions the representatives, by felt sense, using distance and direction they face.   After positioning the representatives he steps aside.  

The representatives in the constellation provide important data on the system in which they have been placed.   The facilitator normally asks the representatives to describe their physical and/or emotional state.   In addition, any images that might arise, phrases or impressions that might suggest themselves, are helpful to report, even if they do not make sense to the representative.   The facilitator needs to be acutely aware of all subtle body signals.   For example, looking down at a particular point on the floor often means something important is missing.  

When appropriate, the facilitator might suggest to particular representatives that they:

•  change position,

•  leave the constellation, or

•  say particular sentences to another representative.

In addition, new representatives may be added.   The facilitator will recognise the time to finish working with a particular constellation.  

Practical application  

What excites me about organisational constellations is that it has so many practical applications, large and small.   Having been involved in:

•  acquisitions, •  cultural change, •  re-organisations, •  policy development, •  conflict management and •  team building,

to name but a few business issues, I know I would have found constellations useful.

Reflecting on past experiences, had I followed certain principles and practices that I now associate with constellations, I feel certain the results would have been positive for more elements of the issue and long-lasting.  

Organisational constellations have been used as part of ongoing and short-term consultancy and coaching relationships within the public and private sector.   In one case, a Managing Director wasn't absolutely sure if it would be good for the business to offer a particular person a job.   The Managing Director learnt from the constellation that it would work as long as the person is:

•  paid a fair (rather than inflated) salary, and

•  introduced to the team not just as an asset but also as a person who has things to learn.

The Managing Director admitted that this is a very different approach from what he probably would have taken (setting him up on a pedestal and at the same time wondering what the business had to offer the individual apart from an inflated remuneration package).   He took the advice and it has worked well for everyone and the business performance too!

Organisational benefits

As I see it, there are a good number of benefits to organisations that use constellations, especially as part of ongoing coaching or consultancy - in particular: •  the issue holder can: •  see the real, often hidden and/or unacknowledged, impact of existing arrangements and pressures, •  gain understanding about the possible consequences of different options,

•  experience what it feels like when the system is at ease with a proposed way,   and

•  appreciate what energy is available for him/her to use,

•  therefore, have a clearer understanding of the issue,

•  the issue holder has the information to make decisions that benefit the system as a whole as well as address the particular issue effectively,

•  factors that are not relevant can be taken out of the equation, bringing greater clarity to the issue,

•  the consultant knows how important it is to remain impartial and is practised at maintaining an objective stance - organisations are more likely to trust him/her and what s/he says,

•  energy is released and available to be used productively within the system,

•  the speed at which insights and clarity are gained enables the issue holder to address the matter faster, and

•  therefore, the organisation's performance can improve more quickly.

Conclusions

Quite often what comes out of a constellation are suggestions that appear small and/or obvious.   I've found it can be difficult to see what is staring in my face!   Even small things make a significant difference - for instance, a colleague admitting that he has less experience than you rather than hiding behind an arrogant stance, or a manager supporting his staff rather than stepping in and doing it him/herself, or a Managing Director acknowledging that some things are unfair and that is how it is.    Honesty is so powerful!   Naturally how honesty is delivered also matters.   Thus, small changes can, and frequently do, have significant impact.   In constellations, the constructive effects can occur rapidly or over several months.   Sometimes further constellations may be of benefit - each situation needs to be treated to suit its needs.

All in all a great approach to support change, be it for an individual, a team or the whole organisation.   Particularly when a situation is complex or intractable.

Acknowledgements

Apart from Bert Hellinger who pioneered and continues to develop the constellations way of working with organisations, I am particularly grateful to the Nowhere Foundation and one particular learning facilitator, Judith Hemming.  

You are welcome to reprint any part of this article as long as you acknowledge the source, including full authorship, copyright, and contact details.

Monkswood Associates , Nailsworth, Glos UK

Tel: +44 (0)1453.835263    Email:   helen@monkswoodassociates.co.uk      

Website: www.monkswoodassociates.co.uk