This is an approach we use to link individual development to that of the organisation.
The Venn diagram at the centre of the model shows three things that most of us focus on throughout most of our lives, to varying degrees and at various times.
We know from personal experience that we are happier and more productive when these three aspects of our lives feel in balance; that is, when we’re able to give optimal focus to each one without neglecting the other two.
Venns are systems diagrams which show that their components are interdependent, which means that a change in one will cause change in the others; sometimes quickly, more often gradually.
In today’s VUCA (volatile, uncertain, complex and ambiguos) world, for example, we’re all familiar with how work pressures can encroach on our personal lives, sometimes with devastating effects:
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In this example an extreme focus on work has led to neglect of self (probably of psychological health, possibly physical too) and to distancing of family and friends.
A systemic coach recognises that such imbalances can be caused by internal drivers such as personality and learned values, but also by the environmental context in which a client operates.
The coach’s job, therefore, is to help the client understand how this combination of internal and external forces has contributed to their ‘being where they are’, then to help them explore strategies that will move their lives back towards equilibrium.
Unless and until we explore such wider systemic influences, we are in danger of coming up with quick fixes that don’t address the real causes of an individual’s dysfunctional behaviour.
To use a fish tank metaphor, if we spot an individual fish that looks a bit sickly then it’s perfectly reasonable to isolate it and do some fish-centred analysis. If, however, several fish show similar symptoms then it’s probably more appropriate to change the water they swim in.
Systemic coaching helps us understand both the fish and the tank it swims in; both the individual and the organisational context in which he / she is expected to perform. They are systemically enmeshed so cannot be treated separately.
The approach, especially when used to develop several members from the same team, can not only help each person find and maintain the right balance for them; but can also highlight useful action points for the team and organisation to consider.