For Organizations

Our everyday way of thinking and problem solving leads us to believe that organizations are like machines made up of mechanical parts. Organizationally, when something goes wrong or doesn’t work, we try to solve it by repairing or replacing that one component that appears to be causing the malfunction. Through Focalizing, we begin to see our organizations as living systems. They are entities with the ability to evolve whole as they have been, with surprising results.

Focalizing for groups requires opening a larger space with additional understandings. The experience invites groups of people and organizations to access a fertile, invisible underground where they can test new, innovative possibilities and align them with a future that is already emerging.

Different from working with individuals and couples, the process of Focalizing with an organization absolutely requires that the Focalizer is in alignment with the group’s leadership, and that the leader(s) are willing to demonstrate not knowing to access other levels of thought and inspiration for solving problems.

Similar to Focalizing with couples, the intentions that drive the process are both individual (for each participant) and a larger intention for the whole group with which all can align.

Corporations, non-profit organizations, and healthcare systems all can benefit from Focalizing. Some situational examples of how top-level decision makers and leadership groups can benefit from Focalizing include:

• Overcoming the feeling of “being stuck” when trying to align present tasks with future personal and/or professional possibilities.
• Synthesizing leading-edge thinking, intuitive knowledge, experience, and ancient wisdom to connect us to what is seeking to emerge.
• Gaining support and guidance to dissolve survival-driven and other resistance barriers to the present homeostasis in organizations, particularly when leadership is attempting to ignite strategic and organic transformation. Focalizing aids in concurrently respecting existing systems while gracefully revolutionizing them.
• Enabling the intention for change when organizational leadership faces the emotionally torturous need for seismic change, especially when the old road has hit a “dead-end.”
• Learning to access our deepest capacity to sense and shape the future.