MIND THE GAP — Working in the cracks of organisations
Angela Eden shares observations from her work as an OD consultant
I have worked as an Organisation Consultant for over 20 years, and seen many innovations, and change strategies. They all had that sense of optimism that good changes would make the organisation a better place. However, I now notice a different trend, as I am increasingly working with complex, inter-personal and potentially traumatic situations, for both the individual and the organisation. This is not a new phenomenon but may be more ‘on the surface’ because of the increasing pace of change, or performance and audit culture, or just increasing complexity in organisations. Some of this work is as a mediator between two people; some interventions are an informal pre-grievance process and some have to do with a complete breakdown of relationships in a team. Each time I work in these difficult situations I wonder how they developed and if the flash point was an isolated incidence or a signal of a bigger issue in the organisation. As people become tenser about their work, the tension turns to stress, and the stress can highlight a fault in the system. It is these ‘faults,’ or cracks I want to talk about. This idea became clearer when I visited an exhibition by Doris Salcedoat the Tate Modern Gallery in London. She constructed a crack in the cement floor of the turbine hall. This crack, started as a small fracture in the cement, then widened and split, as it moved across the long stretch of space. I was intrigued by the image and its relation to my consulting experience. I found that ‘She invited us to look down into it, and to confront discomforting truths about our world. As you looked in you got the feeling of catastrophe inthere but nonetheless outside is quite subtle ‘(Taken from the Tate’s website).I realised that a small crack in any system could have a huge significance as it spreads into the rest of the organisation. Most organisations try to have a ‘smooth’ operation, yet a small crack has the potential to fracture the structures and processes that are the foundation of an organisation. There are guidelines, regulations, structures, and frameworks, which are designed to contain and frame the work, like scaffolding. What I focus on, are the interactions that happen between those structures and what it can tell us about the health of the organisation. Many organisations do look at organisational indicators that check the solidity of their system; indicators like sickness and absentee figures, the numbers of disciplinary or tribunal hearings, staff retention etc. I am suggesting it may also be useful to look at other indicators; the conflicts, tensions, and even casualties we work with. Looking at these points of stress and inside the cracks is an important metaphor to understand about work in organisations.
Reflections for Managers and Consultants
This raises the question, about the way we work with those cracks. We have the choice to paper them over, for fear of exposing the fault lines. We also have the choice to look at the crack, and see what it tells us about the systems we work in. Sometimes the crack maybe beginning of a fracture and maybe that break is helpful in moving away from the past. Sometimes it may fragment and split the whole system. I am offering these reflections, as it is important to be courageous and get into those cracks; ask ourselves what they mean, and what we should do. If we found a crack in the real building, we would ask a survey or to check the foundations. If the structure was weak, we would re-enforce them, if the cracks were superficial we would re-plaster. So following Doris Salcedo I too am being provocative. I am asking if the temptation of a short-term fix, is a denial of the possible fault–line; or do we have the skills, confidence and support to work in the crack and find a creative and healthier outcome? However, I also want to offer a word of caution about this approach. Working with trauma, hearing about bullying, or watching people being cruel and punishing, is not an easy job. You need to find a place of perspective and reflection; you need to understand what it triggers in your own memory; you need to see the issues as part of a system not just interpersonal. In my own work, I find a skilled colleague to listen to and unpack the issues, for me and for my client. In your work, you too may find that a third space, with an objective consultant or mentor, will give you the space to help other people out of the cracks, and into a healthier set of working relationships.