Case Study: a major UK blue chip organisation

I imagine when you read ‘constellations’ you thought there may be a link to astrology.  Well, as far as is currently known, there are no connections!

In this introduction to constellations, I am going to cover:

• What is a ‘constellation’?
• Organisational benefits
• How ‘to do’ a constellation
• Conclusions

So what is ‘a ‘constellation’? 

It is a brilliant live model that aids organisations and individuals in many ways.  It provides powerful and creative ways to clarify and resolve complex, possible intractable issues associated with organisations. 

Pioneered by Bert Hellinger (www.hellinger.com) a constellation is a way of representing the pattern of relationships within a system.  These relationships may be between family members (where the work originated), work colleagues, objects (such as a person and his/her job), concepts (for instance, cultural values), through to large groups such as nations or events (for example, the suicide bombings on 7 July 2005).

The constellating approach reveals the underlying dynamics of situations in ways that brings fresh and clear perspectives.  It surfaces the nub of the issue under scrutiny - and gives opportunities to experiment with options in a safe environment.  It shows us how things are, rather than how we imagine them or wish them to be.

Figure 1 From what the nub may arise

Ways a constellation may aid organisations include:

• Decision making eg looking at various options
• Understanding eg what the hidden/unspoken influences are
• Clarity eg find what is and what is not relevant to the issue
• Ideas eg on strategy and tactics

What is incredible about constellations is that it has so many practical applications, large and small: for instance,

• Acquisitions
• Cultural change
• Re-organisations
• Conflict management
• Team building

to name but a few business issues.

Constellations offer a larger framework of reference that can open life-enhancing solutions for people and organisations.  It works best when judgement is suspended and participants tap into the fertile source of ‘felt-sense’. 

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Organisational benefits

There are tremendous benefits to organisations that use constellations, especially as part of ongoing coaching or consultancy - in particular:

• the person with the issue (commonly known as the issue holder) can see the real, often hidden, impact of existing arrangements and pressures,
• the issue holder can not only see the possible consequences of different options but also experience what it feels like when the system is at ease with a proposed way, and what energy is available for him/her to use,
• unknown and/or unacknowledged factors can be surfaced,
• factors that are not relevant can be taken out of the equation, bringing greater clarity to the issue,
• the issue holder has a clearer understanding of the issue,
• the issue holder has information and new perspective to make decisions that benefit the system as a whole as well as address the particular issue effectively,
• energy is released and available to be used productively within the system,  and
• the relevant information is found more quickly and less costly that more traditional routes (eg surveys, research).

In addition,

• the consultant/coach is aware of the hazard of being entangled in the issue and is practised at establishing his/her boundaries so that s/he is of greater service, and
• the consultant/coach knows how important it is to remain impartial and is practised at maintaining an objective stance – organisations are more likely to trust his/her and what s/he says.

With all these benefits, the organisation’s performance can improve more quickly over time.

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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 facilitator holds a short conversation with the issue-holder. S/he describes what s/he would like to be different in his/her work life and what the key elements are. 

Once the outcome is clear, the issue-holder is invited to select people to represent the main elements of that particular system.  S/he positions those representatives in a special grouping called ‘a constellation’.  This may include someone to represent him/her.  The issue holder will sit down and watch the facilitator working to make the underlying dynamics of his/her situation more visible.   

The representatives in the constellation are able to provide important data.  They use their senses rather than thought, enabling transformational new perspectives to emerge.  It takes a little time to tap into this source.  Therefore the facilitator normally gives them a bit of time to settle. 

The facilitator asks the representatives individually to describe their physical and/or emotional state, without any interpretation.  In addition, any images that might arise, sounds or words that might suggest themselves, are helpful to report - even if they do not make sense!  The facilitator needs to be acutely aware of all subtle body signals (for example, a small movement of straightening up) – if s/he communicates what s/he sees at once, the representative has a chance to re-examine his/her own perceptions. 

When appropriate, the facilitator might suggest:

• changes in position,
• representatives saying particular words, and/or
• representatives being added or removed from the constellation. 

All this will aid understanding of the matter in hand.  At some stage the facilitator will recognise the time to close the particular constellation. 

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Conclusions

At the very least the client will have a substantially better understanding of the issue.  Experience shows that just by doing a constellation tends to move it constructively in some way.  On other occasions the client gains great clarity about what needs to be done to address the matter in hand.  Further constellations may take place and these can be very different in make-up from any previous ones. 

Some resulting follow-through may appear to be full of small and/or obvious changes, but then most of us recognise that sometimes it is difficult to see what is staring in our face.  Furthermore, it is often the small things that make the difference – for instance, a colleague admitting that he has less experience than you rather than hiding behind an arrogant stance, a manager supporting his staff rather than stepping in and doing it him/herself, and 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. 

What follows some constellations is hugely significant to the success of some businesses.  It may mean an acquisition is handled so smoothly that projected benefits are achieved substantially earlier than anticipated.  Or how a company re-organises to meet future market requirements is very different than originally planned and to great effect.

Some much in such a relatively short space of time.

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