Seeing the Invisible

Invisible dynamics always exist in systems and organizations, and these hidden moving parts can have enormous impacts. To be effective leaders, we have to see the invisible. Recognizing and harnessing those hard-to-spot dynamics like interdependence, change, and purpose can transform our leadership practices. As a result, we can build more resilient, regenerative teams, organizations, and even communities.??

Understanding the Why

When I coach people, it's helpful to understand first why we can't see certain organizational dynamics. There are some basic reasons why this might be happening. For example, an organization's level of complexity and interconnectedness can lead to more hidden dynamics. As organizations become more interconnected, they more closely resemble living systems. Changes in one part of the system ripple unpredictably throughout the whole. People adapt more naturally and interact in more co-creative, collaborative ways. This complexity makes it challenging to anticipate outcomes as new variables and relationships continuously emerge.

Conflict as a Blinding Force

While an organization's natural evolution can hide certain things, conflict can obscure dynamics in extremely damaging ways. When conflict arises, it consumes the attention and energy of the people involved. For leaders, it can narrow the focus to more immediate issues. This situation creates tunnel vision, making broader patterns and interdependencies harder to see. As a result, we also can't see the underlying causes of the conflict.

Even when we successfully resolve the problem, this type of leadership lens can become normalized. The conflict and our reaction to it can create a culture of fear and defensiveness. People become less likely to share insights or challenge the status quo. That's why we often end up with a classic iceberg of ignorance.

Three Invisible Dynamics to Consider

We really need to consciously and continuously work to uncover these dynamics. When trying to see the invisible, we can start by looking for patterns in three main areas.

1. Interdependence is related to the interconnectedness of teams and people. Actions and decisions impact other groups within the organization, creating new effects we can't always see. The more networked the organization or department, the greater the effect. A simple decision made by a marketing manager, for example, can seriously impact things like production schedules, financial planning, and customer satisfaction.
2. Change often goes unnoticed until it manifests in visible disruption. (This can be a "sudden" problem with employee retention or a bad financial quarter.) Because external factors like market demand, technology, and others are constantly changing, the organization is evolving whether we like it or not. Leaders who can see the earliest signs of change will guide their organizations more effectively through transition. They'll minimize disruption and capitalize on previously unseen new opportunities.
3. Purpose can be invisible too. All systems are designed to serve a purpose. We might have a publicized, stated mission or vision, but that's not always the group's true purpose—the real purpose in people's everyday actions, decisions, and behaviors. When the underlying purpose aligns with the organization's goals, it creates a cohesive and motivated workforce. If there is a misalignment, it can lead to dysfunction and dissatisfaction. We must look beyond surface-level indicators to "see" the real purpose.

Seeing the Invisible

To build and support regenerative systems, we need to develop the ability to not only see but also influence these invisible dynamics. It's not a "one and done" but an ongoing process. We can start by taking simple steps that should become part of our regular habits. These include:

• Fostering more open communication that encourages feedback, no matter how hard it is to digest.
• Modeling the behavior desired within a group, team, organization, and community.
• Embracing continuous change that supports a more adaptive, flexible approach.
• Encouraging experimentation and an attitude of "failing forward."
• Investing in stronger, trust-based relationships that strengthen interdependence.

All of the above helps build important regenerative leadership muscles. With this type of practice, we become much better at rapidly uncovering the invisible dynamics that have the most impact, and we develop systems thinking that helps uncover the bigger picture.

Systems thinking allows leaders to anticipate the consequences of their actions and make decisions that support the overall health and resilience of the organization.??

Also, we spend more time focused on the long term. Regenerative leaders prioritize long-term sustainability over short-term gains. They make decisions that support the organization's and its stakeholders' ongoing health and vitality.

See Patterns to Reveal the Invisible

Living systems are always in movement. Understanding organizational patterns is crucial for uncovering the invisible dynamics that influence its functioning. Observing natural patterns of change, interdependence, conflict, and other dynamics will help us recognize the natural direction and flow within our teams. This perspective shifts the focus from attempting to initiate movement to leveraging existing dynamics to achieve organizational goals.

By tracking these patterns, everyone can identify areas of resistance or dysfunction. We can make targeted interventions that unblock and align the organization's purpose and movement. This approach also fosters a more adaptive and resilient leadership style capable of navigating the complexities of living systems.

Patterns are the key to a better understanding of the underlying currents within their organizations. Taking steps to encourage feedback and communication, modeling the behavior we want to see in others, and embracing change are all ways to get there.

This way, we become more regenerative leaders who can harness our teams' natural flow and foster a thriving, adaptable, and purpose-driven organizational culture.

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