Work and Organizational constellations

'If you can not put your finger on it!'
An organization can be compared to an Iceberg. The part that protrudes above the water surface represents the formal aspect af the organization, the part that is located below the water surface represents the informal aspects of the organization. Informal factors include: power and influence structures, interaction patterns and group relationships, group norms, indirect role expectations and value systems, expectations, wishes, needs, employee satisfaction with the organization and work. The Iceberg model makes it clear that most of everything that happens in an organization is hidden below the surface.

As organizations have the conviction that employees are their greatest capital, it becomes all the more important to understand what is happening on the other side of the official and visible organizational structure of interpersonal processes, which forces are active here, and how they are more consciously influenced. If they are recognized and better understood as system dynamics. Constellation of work relations systems can contribute to gaining insight into the deep structure of conflicts at work. They help both, those who have their own position, and those who assist as representatives to obtain new insights into their work situation. In this way they open ways for them to free themselves from conflictious entanglement in work relations. Scientific research shows that the constellations in the context of organizations is appropriate to provide insight into central prosses such as communication and leadership. Constellations also lend themselves well as a method for analyzing and solving work-related conflicts.


What is it?

You can see an organization as a system. Everyone is an (indispensable) cog in the whole. If the balance is disturbed somewhere in the system, then unconsciously a reaction from someone within the organization follows immediately in another place, in order to restore the balance by means of certain behavior and/ or feelings that can not be explained.Basically every human being has the right to racognition of his place, in the right order, where the balance between giving and receiving is important. Everyone is also responsible for his own part. Obstacles to occupying your own place may have to do with unconsciously observed patterns from your own family history, the company's history or the employment history.

Causes of disruptions within an organization include: unjustified dismissal, succession within a (family) company, merger, reorganization, non-recognition of a founder.



The core of the working method is the constellation of the organization with the help of alternates. An organization constellation starts with a client's request: this question remains guiding during the constellation. This method uses facts from the organization. First the question of the client is clarified and from there the supervisor chooses who or what is being drawn up. The client then sets up alternates from the group participants for themselves and other elements within the organization. Without thinking and according to a personal inner image, a psychological landscape is created. The special features of this method is that the established substitutes, at the place assigned to them by the client, have access to the same feelings, forces and relationships as those they represent. This reveals the hidden dynamics of the problem. Under guidance, a situation unfolds whereby the constellation starts to move and everyone regains his/her right place within the system. By giving words to the new image, a different experience arises: sometimes acceptance with what it is like grows, often a new entry can be found to bring personal difficulties to a 'solution.'


For whom and when can constellations work?

On indivual level at:

  • questions about your own powers, responsibilities and future possibilities
  • the feeling of not being in the right place
  • obstructing competition between colleagues
  • overall uncertainty and/ or dissatisfaction
  • the repetition of conflicts
  • options in career


At organizational level at:

  • ambiquity in leadership
  • absenteeism among employees
  • repeated return of the same problem despite of the replacement of the management
  • insufficient effect of training and training programs
  • struggle between different departments and subgroups within the organization
  • the survival of old and other historical obstacles
  • lack of clarity about responsibilities
  • general need for more decisiveness


What can you achieve with that?

For the participants there are mulitple effects: the elaboration of (part of) the problem within the organization, opens ways to free itself from conflictious entanglements, seeing and experiencing arrangements of fellow groep members is an enriching and far-reaching experience by the expanding insight into the functioning of organizational systems, by acting as a substitute in an attitude, experiences feelings and feelings from a completely different context, increasing the space for personal feelings and experiences.



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