Fields of Resonance - A New Form of Organising

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In embarking on setting up a new business, I’ve been thinking a lot about organisational form recently.

Why?

Our world is interconnected, emergent and increasingly complex. Common sense suggests we need a radical rethink of our current form of organising.

Having  worked for several large organisations– I can say they are not fit for human flourishing. And they are no-where near enabling the human genius, creativity and energy that is needed for our Great Transformation.

So then, what is the ideal form that supports the flourishing of life?  What is the form that brings forth the co-creation of an abundance of possibility?  What does organising for the 21st Century look like?

I am always inspired by how creative and economic nature is.   If nature was in the business of business – what would its form look like?

For this vision, I am inspired by the wisdom of Rupert Sheldrake.   Sheldrake in his recent book “The Science Delusion’ describes the world as an organism – and not as a machine- as all of our current worldview and thinking assumes.

A big part of his thinking demonstrates that the natural world organises itself in ‘fields of resonance’.

So what is a field?

In my interview with Rupert earlier this year as part of the Tasting the Future Programme, he defines a field as a ‘region of influence’.

A field self-organises around a group of highly resonating members.  There is a certain energetic quality that brings them together which is beyond the tangible.

A strong field is one that has a clear and deep common purpose and intention - an ant colony, a flock of birds, or the amazing human body and its trillions of cells.

Each individual in the field is in tune with each other- there is a sense of awareness, interaction and trust.

And whilst there is high level of interdependence and collaboration, the individuals are able to fully self-actualise to become who they were meant to become. Nothing holds them back. No ego, no fear, no judgement.

There are patterns of behaviours and habits that define the shape and boundaries of that field.  A field has a strong culture, which shapes how it operates.

So, if we are seeking to build influential organising for good –maybe we are moving more towards a model of creating ‘fields of business’ rather than individual organisations.

Radical I know, but What If??