Читать книгу CONFESSIONS OF A CORPORATE SHAMAN - Harrison Snow - Страница 28

Many organizations have a long history. Details and specifics that may have affected or caused the current issue are often forgotten as people retire or leave. What happened could be far enough back in the past that no one from that era is still employed or even living. Yet, the passage of time is not always a solution. Part of the system still remembers and can show up as:

Systemic and persistent symptoms of the problem

Source of the problem or trauma

Excluded people—victims and perpetrators

Secret or hidden agenda and benefit

Coping or compensatory behaviors

Even though the details of an old trauma are lost, its impact can linger. Identifying that troubled past is a step toward the solution. Because what the client knows firsthand is often sketchy, the facilitator develops a hypothesis and then sets up representatives to test it. How the representatives respond to the setup and the emotional weight of what is revealed gives feedback as to its validity. Every frame of the setup is viewed phenomenologically. A representative takes action and then its impact is assessed. Acknowledging someone who was forgotten or overlooked can have a restorative effect on others. A common workplace drama is the lingering impact of a layoff. The part of the workforce that stays can be affected by survivor’s guilt. Their morale and productivity suffer until the sacrifice of those laid off is seen and acknowledged. In difficult cases like this the solution may not be in the physical realm. It may come from the expanded intelligence of the knowing field, which has the capacity, when accessed, to reveal words and actions that mitigate the effects of the traumatic event. The saying “The answer is in the room” is true on many levels.