Сonnections - the core of an organization.

Communications are the main component of an organization.

A Company is a Group of People.

A Group is People + Connections.

The same person in different connections (relationships) can manifest himself as a completely different personality.

Whenever a team or organization runs into a problem, the first instinct is to look for the problem in someone, whereas the cause or problem must be found in the in-between, i.e. the connections.

Connections can be constructive or destructive.

Constructive connections are direct connections. In this environment, members can exchange information in a calm and direct manner.

Destructive connections are not direct connections. Often, they occur in situations where people are unaware of complex feelings and build workarounds to avoid experiencing them.

The more direct connections there are, the more efficient and smoothly the system (company) runs.

With destructive connections, the system becomes more complex, cumbersome and ineffective.

As a consequence, indirect connections require 10X times more effort, whereas direct connections require X amount of effort on the same amount, the effort is 10 times smaller.

Eventually, such a system will become obsolete and worn out.

The growth of an organization is always the simplification of the transfer of information through direct connections, that is, the creation of a simpler and more efficient system.

Through connections within the company/system, both formal and informal information is transmitted, unconscious (feelings, personal relationships between employees, etc.).

When information is transferred at a faster speed, a system/company will grow successfully. For a company to grow quickly and successfully, owners need to think about how to speed up the transfer of all types of information within the company.

The meta task of a business psychologist (BP) in this case is to transform destructive connections into constructive ones and highlight the right course for the organization.

The main question that a business psychologist asks is: “What happens between?”

And he gets the response to this question with the help of his skill in seeing contexts, which scenario is currently playing out in all relationships within the company.

What kind of request or problem owners come to a business psychologist with is just a schematic map that does not illuminate the landscape of the territory.

This information is flat and very limited. It's like judging Paris from a map, but it's completely different to be there and explore the entire territory in person, going into every alley of interest. Entering an organization, a business psychologist tracks all relationships, connections, contexts, transforming flat information into a multifaceted model that allows you to receive information from various sources, obvious and not obvious.

In turn, a business psychologist can work with an organization in three main ways:

Expert consulting (the group has a problem - BP comes and solves it).

Educational (the group has a problem - BP teaches how to solve it).

Processual (BP creates a process through which the group itself learns to solve the problem).

But just as important, when BP works with a group/ organization he pays special attention to its size. Elementary, isn't it?

But I will tell you about this context from a bit different angle.

As I already wrote in the article above, each individual group forms its own group consciousness, and this point is extremely important to take into account.

I will reveal this information in a little bit more detail.

There are three types of groups based on the levels of consciousness:

1. Up to 15 people - a small group. From a psychological point of view, this group is called neurotic. Neurotic consciousness is a highly developed consciousness that perceives undertones, nuances and doubts. The main conflict in this group is involvement - separateness. On the one hand, people want to be an integral group (support each other, consistency, etc.), but on the other hand, they feel the fear of being rejected, excluded.

2. 15-50 people - the middle group. From a psychological point of view, this group is borderline. This group consciousness sees only black and white and there is no way to distinguish between halftones. The main conflict: "the choice of a scapegoat", and a clear division between the weak and the strong.

3. Over 50 people. This group is psychotic. And such a group urgently needs an idea, vision and a leader. It is impossible for group members to maintain their individuality. People become “a mass led by the leader” (the leader realizes his inner theater).

What I mean is that without taking into account these psychological nuances of the group, solving problems and bringing the group or organization to the next level will be quite difficult and excessively energy- and labor-intensive.