When you enter an organisation, it is quite possible, after some orientation to it, to be able to take its temperature. But instead of this being in the usual way it is expressed in how people behave, especially when they are working in teams, or as part of a wider system. When people are working in an organisation where there is a lot of change to cope with, often the things they do become more extreme and they can avoid the tasks that they are there to do, or they put all their efforts into certain aspects of their work. Sometimes they develop routines which help to distract them from feeling uncomfortable and anxious, but these can also stop learning and inhibit change. For example, members of the organisation sometimes unconsciously mirror the dysfunctional behaviour of their disruptive students in order to sabotage planned change.
Here are some of the ways that organisations continue the cycle of stuckness:
People are withdrawn, work alone, and stick to the rules. They feel thwarted in going forward and taking first steps. They are stuck before they even begin.
Individuals are overly in touch with their feelings; small issues get out of hand. Problems don’t get solved.
Blame and resentment simmer just below the surface. People over think everything and hold lots of meetings without making decisions.
In this place people get stuck in making choices; they are hyper-aware of risks and thought, intention and action don’t seem to be connected.
The focus is on the task they have to get on with at the expense of any other aspects of the organisation. They do lots of efficient things but somehow miss the point.


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