Effectiveness can only be evaluated as a function of the purpose it serves. This principle, which seems so obvious, is the first thing we forget when trying to solve a pressing problem. Indeed, in stressful situations, control tends to remove us from the mission, urgently demanding a unique space of truth from which to exert its tyranny.
It is precisely for this reason that teams that are self-satisfied, consolidated over time, complacent in their own control and know-how, often feel unable to react to radical changes that require creative solutions. Expense tracking, exact cost measurements, selecting the right personnel or the quality of the website or online environment are all important, but even more so is the why, the meaning of it all.
If the focus is on what the ORSC (Organization and Relationship Systems Coaching) methodology defines as a “consensus reality”, the everyday routine can hardly generate enough creativity to yield efficient and sustainable solutions.
The American systems coaching model, ORSC, provides effective tools to help high-performance teams stay in touch with their mission, with the dream they’re fighting for, and to find, from that inspirational place, the creativity needed to come out ahead.
Nature offers up a valuable example: a seed, buried in darkness, decides to sprout from the mud and rise toward the light as it becomes a plant. The “consensus reality” of the seed sets as a priority to do this quickly, to be sparing with the resources available to it. It barely has roots and it only takes in the nutrients provided by its small kernel. Nature knows the shortest distance between two points: if the seed wants to succeed, it must grow in a straight line. But what would happen if a rock got in its way?
The first level of information in its “consensus reality” that drives it to grow straight and reach the light as fast as possible would force it to keep trying, to try to push up and pierce the rock. To be efficient, however, the seed will transcend that level of consciousness and go back to the “why”, to the dream level. From this new level, the seed will understand that verticality is only a means to reach the light. Sprouting is the important thing! Only after being aware of this will the sprout be able to change its path and go around the rock.
If plants could dream, that would be their “dream level”, taking control. But neither awareness of its destiny as a plant or our own as an organization ends there, and this method lays out yet a third level, called “essential”. A new “why” to resort to in search of meaning.
Continuing on with our plant, the seed has sprouted, throwing up a stem and leaves. But why did it sprout? If the plant is attacked by a fungus or parasite, for example, then rising to the next level of consciousness, the “level of essence”, asking itself its reason for being a plant and understanding that what matters is its ability to perpetuate the species, to bloom a flower and produce seeds, will help it find the right strategic solution if it is attacked. And it will be able to, for example, shed all its leaves to stop a plague, focusing all its efforts on that single flower that will yield a fertile seed.
The ORSC model develops a sort of “vertical geography” around the multi-reality concept that helps high-performance teams transition from the consensus reality to the dream, and from the dream to the essence. And they do it through experience, with three-dimensional dynamics that help their members stay in touch with their mission and find in their essence the inspiration needed to come up with generative solutions, even when pressured by great challenges.