CONFESSIONS OF A CORPORATE SHAMAN. Harrison Snow
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BOOKS BY HARRISON SNOW
Indoor/Outdoor Team-Building Games for Trainers
Tools for Teams: The Manager’s Guide to Building Teams
The Power of Team-Building Using Ropes Techniques
CONFESSIONS
of a
CORPORATE
SHAMAN
Healing the Organizational Soul
Harrison Snow
Coypright © 2016 by Harrison Snow
[Paperback]
ISBN 13: 978-1-58790-356-4
ISBN 10: 1-58790-356-3
[Ebook]
ISBN 13: 978-1-58790-357-1
ISBN 10: 1-58790-357-1
Library of Congress Control Number: 2016949545
All Rights Reserved
MANUFACTURED IN THE U.S.A.
Regent Press
Berkeley, California
To those who strive to be the change they want to see in the world and those who support and encourage them.
One sun rose on us today . . . my face, your face, millions of faces in morning’s mirrors . . . all of us as vital as the one light we move through, the same light on blackboards with lessons for the day . . . all of us—facing the stars . . . hope—a new constellation . . . waiting for us to map it, waiting for us to name it—together.
Excerpts from “One Today,”
2013 Inaugural poem by Richard Blanco
Contents
Overview: What IS the Big Idea?
PART I – Losing Your Mind and Finding Your Senses
Chapter 2: First Pillar: Use of Self
Chapter 3: Second Pillar: Systems Thinking
Chapter 4: Third Pillar: The Knowing Field
Chapter 5: Accessing Tacit Knowledge
Chapter 6: The Orders of Organizations
Chapter 7: The Sharks versus the Elephants
Chapter 9: Your Place to Stand
PART II – Raising Organizational IQ
Chapter 10: Organizational Constellations
Chapter 11: Family Business Challenges
Chapter 12: Management Constellations
Chapter 14: Reconciling the Irreconcilable
Chapter 15: Professional Constellations
Chapter 16: The Search for Success
Chapter 17: Just in Time Constellating
PART III – Obtaining Your Learner’s Permit
Chapter 18: How Do You Learn to Do This?
Chapter 19: Exploring the Field with Structured Exercises
Overview: What IS the Big Idea?
The big idea, like all big ideas, is simple. An organization has its own collective consciousness. That consciousness is the sum of the behaviors, knowledge, beliefs, and values of the individual members, current and past; and it shows up as the organizational culture.
The consciousness of the leadership both influences and is influenced by this collective consciousness, which has an evolutionary impulse to evolve. The forces that push for change inevitably meet internal and external constraints that affect the pace of this evolution. Over time, the culture and its supporting structure will evolve and adapt or be replaced. Motivating staff with a vision of the future and compelling reasons to leave the past behind is helpful but not enough. Change starts with the leaders of change. Leaders need to become the change they want to see in others. By surfacing and addressing their own internal constraints they can identify and address the parallel, and usually hidden, constraints in the collective consciousness of their organizations. This book explores the connection between the personal