TRANSPERSONAL MANAGEMENT
Instead of Organization Development, this approach is concerned with Organizational Transformation. This change from OD to OT began in the 1980s, but is still not well-known or widely practised.
This approach says that we are essentially spiritual beings in a spiritual universe, that humans ultimately seek meaning within work, and that creative work is necessary for both psychological and spiritual growth. It represents an ecological approach to radical, second-order change in the entire organization. This involves transformative changes in the fundamental nature of the organization: it is about giving the organization a new kind of vision and mission.
This means balancing the active with the receptive, the intellectual with the emotional, the body with the soul, the tough with the tender, and doing justice both to the male and the female.
One of the typical concepts is "alignment". A clear and timely vision catalyzes alignment. Alignment is a condition in which people operate as if they were part of an integrated whole. It is exemplified in that level of teamwork which characterizes exceptional sports teams, theatre ensembles and chamber orchestras. When a high degree of it develops among members of a team committed to a shared vision, the individuals' sense of relationship and even their concept of self may shift. It channels high energy and creates excitement and drive.
Another idea is "attunement", defined as a resonance or harmony among the parts of the system, and between the parts and the whole. As the concept of alignment speaks to us of will, so that of attunement calls up the mysterious operations of love in organizations: the sense of empathy, understanding, caring, nurturance and mutual support. Attunement is quiet and soft, receptive to the subtle energies which bind us to one another and to nature.
Another concept is "empowerment". This word had been used before, mainly by humanistic people in the sense of self-actualization - that is, self- empowerment. But the new twist here is the emphasis on mutual empowerment. This has particular implications for women in eroding the invisible barriers that tend to keep them in mundane organizational roles. With mutual empowerment people suppport each other rather than trying to put each other down.
We say "intuitive leadership" and encourage the development of intuition quite consciously and deliberately. Such leaders give inspiration and not just good ideas. They are often able to sum up the organizational vision in a memorable phrase. The structure of the organization shifts in order to enable all these changes to take place, and to give them full scope. When this happens, excellence appears.
A final thought is summed up in the phrase "planetary consciousness". Everything done in the organization is related to this higher (or deeper) purpose. If we find on reflection that there is no longer joy in the struggle, that we are burning ourselves out in the effort, that we are no longer energized by what we do, then that may be a signal that it is time to move on to a new vision of what we are doing. Perhaps we have lost touch with our purpose on this planet. And perhaps the organization needs to change to reflect what is happening.
BOOKLIST
Adams, John (ed)(1986) Transforming leadership Miles River Press, Alexandria. Early and excellent collection of papers on OT.
Culbert, Samuel A & McDonough, John J (1990) 'The concept of framing as a basis for understanding a blind spot in the way managers wield power' in F Massarik (ed) Advances in organization development: Vol.1 Ablex, Norwood. Has a good discussion of mutual empowerment.
Fletcher, B (1990) Organization transformation theorists and practitioners: Profiles and themes Praeger. Defines Organization Transformation (OT).
Harman, Willis & Hormann, John (1990) Creative work: The constructive role of business in a transforming society Knowledge Systems, Indianapolis.
Harrison, Roger (1984) 'Leadership and strategy for a new age' in J D Adams (ed) Transforming work Miles River Press, Alexandria. All the basic concepts nicely laid out and explained.
Kiefer, Charles F & Senge, Peter M (1984) 'Metanoic organizations' in J D Adams (ed) Transforming work Miles River Press, Alexandria. An excellent and ground-breaking chapter.
Kiefer, Charles F & Stroh, Peter (1984) 'A new paradigm for developing organizations' in J D Adams (ed) Transforming work Miles River Press, Alexandria. A very helpful outline.
Kinsman, Francis (1990) Millennium 2000 W H Allen, London Lessem, Ronnie (1990) Developmental management: Principles of holistic business Blackwell, Oxford
Owen, Harrison (1987) Leadership is Abbott Publishing, Potomac
Ray, M & Rinzler, A (1993) The new paradigm in business: Emerging strategies for leadership and organizational change Tarcher, Los Angeles. Good essays and plenty of examples.
Renesh, John (ed)(1991) New traditions in business: Spirit and leadership in the 21st century Sterling & Stone, San Francisco. Chapters by 15 authors, wide ranging and multidisciplinary.
Stein, M & Hollwitz, J (eds)(1992) Psyche at work: Workplace applications of Jungian analytic psychology Chiron, Wilmette. Many interesting angles, and a real departure for the Jungian approach.
Tichy, Noel & Devanna, Mary Anne (1986) The transformational leader John Wiley, New York
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Association for Humanistic Psychology