CONFESSIONS OF A CORPORATE SHAMAN. Harrison Snow

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      BOOKS BY HARRISON SNOW

       Indoor/Outdoor Team-Building Games for Trainers

       Tools for Teams: The Manager’s Guide to Building Teams

       The Power of Team-Building Using Ropes Techniques

      CONFESSIONS

      of a

      CORPORATE

      SHAMAN

      Healing the Organizational Soul

      Harrison Snow

      Coypright © 2016 by Harrison Snow

      [Paperback]

      ISBN 13: 978-1-58790-356-4

      ISBN 10: 1-58790-356-3

      [Ebook]

      ISBN 13: 978-1-58790-357-1

      ISBN 10: 1-58790-357-1

      Library of Congress Control Number: 2016949545

      All Rights Reserved

      MANUFACTURED IN THE U.S.A.

      Regent Press

      Berkeley, California

       www.regentpress.net

      To those who strive to be the change they want to see in the world and those who support and encourage them.

      One sun rose on us today . . . my face, your face, millions of faces in morning’s mirrors . . . all of us as vital as the one light we move through, the same light on blackboards with lessons for the day . . . all of us—facing the stars . . . hope—a new constellation . . . waiting for us to map it, waiting for us to name it—together.

      Excerpts from “One Today,”

      2013 Inaugural poem by Richard Blanco

      Contents

       Overview: What IS the Big Idea?

       Introduction

       PART I – Losing Your Mind and Finding Your Senses

       Chapter 1: Change Dynamics

       Chapter 2: First Pillar: Use of Self

       Chapter 3: Second Pillar: Systems Thinking

       Chapter 4: Third Pillar: The Knowing Field

       Chapter 5: Accessing Tacit Knowledge

       Chapter 6: The Orders of Organizations

       Chapter 7: The Sharks versus the Elephants

       Chapter 8: Mapping the System

       Chapter 9: Your Place to Stand

       PART II – Raising Organizational IQ

       Chapter 10: Organizational Constellations

       Chapter 11: Family Business Challenges

       Chapter 12: Management Constellations

       Chapter 13: Wicked Problems

       Chapter 14: Reconciling the Irreconcilable

       Chapter 15: Professional Constellations

       Chapter 16: The Search for Success

       Chapter 17: Just in Time Constellating

       PART III – Obtaining Your Learner’s Permit

       Chapter 18: How Do You Learn to Do This?

       Chapter 19: Exploring the Field with Structured Exercises

       Chapter 20: Summary Thoughts

       Acknowledgments

       Notes

       Literature

       About the Author

      Overview: What IS the Big Idea?

      The big idea, like all big ideas, is simple. An organization has its own collective consciousness. That consciousness is the sum of the behaviors, knowledge, beliefs, and values of the individual members, current and past; and it shows up as the organizational culture.

      The consciousness of the leadership both influences and is influenced by this collective consciousness, which has an evolutionary impulse to evolve. The forces that push for change inevitably meet internal and external constraints that affect the pace of this evolution. Over time, the culture and its supporting structure will evolve and adapt or be replaced. Motivating staff with a vision of the future and compelling reasons to leave the past behind is helpful but not enough. Change starts with the leaders of change. Leaders need to become the change they want to see in others. By surfacing and addressing their own internal constraints they can identify and address the parallel, and usually hidden, constraints in the collective consciousness of their organizations. This book explores the connection between the personal