The Future of Culture is Spiritual
Biology, Spirituality, and Teams
In nature, the organisms which are the most resilient last the longest. When external factors change, these most vital organisms can maintain homeostasis; weaker organisms cannot and eventually become extinct. This is resilience. Looking a little bit deeper at this biological concept and analogy reveals an exciting insight into ways we can shape our organizations to respond to changing external conditions.
The “weaker” organisms are what are called closed systems. In physics, a closed system is defined as one isolated from its environment and unable to exchange matter or energy with the outside world. Such a system is inherently unstable and unable to sustain itself over the long term. The Great Barrier Reef is a closed system because it is a self-contained ecosystem that relies on the delicate balance of its various components to maintain its health and survival. Therefore, it is vulnerable to changes and disruptions from within and outside its boundaries, which is why we are watching it slowly fall apart.
On the other hand, an example of an open system is the Deciduous Forest in the eastern US. A diverse mix of tree species and a wide range of understory plants, such as ferns, shrubs, and wildflowers, characterizes this forest. This system supports a variety of wildlife, including birds, mammals, and insects, which interact and rely on each other for food, habitat, and pollination. In this ecosystem, energy and nutrients are exchanged freely between species, creating a stable and resilient environment. For example, fallen leaves from deciduous trees provide essential nutrients to the soil, supporting the growth of understory plants and fungi. These, in turn, provide food and habitat for a variety of wildlife, which helps to distribute seeds and pollinate flowers, maintaining the diversity and stability of the forest.
The critical difference between a closed and open system is the ability to exchange energy with the outside world.
So, assuming this analogy is sound, what can organizations do to be more “open systems”? Well, exchange “energy” with the environment as much as possible. This means interdependence. Interdependence is accomplished through healthy partnerships with a great variety of stakeholders and open and decentralized management systems. This is a traditional view, and it’s valid, but what else will the strongest teams of the future have? It boils down to culture (the genetic code of any team) and specifically crafting a culture that is more aware of its own environment and, therefore, more able to integrate environmental inputs.
Raising consciousness is also known as spirituality (not religion or faith). In her book, The Awakened Brain, Columbia psychology professor Dr. Lisa Miller describes how her neuroscience analysts found that more spiritual people have healthier neural structures than others; specifically, they found these people to be more resilient. To put it another way, a team with a more conscious culture will outperform one less conscious.
If leaders can encourage and facilitate the expansion of consciousness of their team members, then they will automatically do the same for their organization. Here are some traits of highly conscious organizations:
Awareness of context: Expanding consciousness can lead to a greater understanding and awareness of the broader context in which an organization operates, enabling it to respond more effectively to environmental changes.
Improved communication: When individuals in an organization have a shared understanding of the organization's purpose and values, they can communicate and collaborate effectively, leading to more cohesive and adaptive teams.
Increased creativity: Consciousness expansion can foster a culture of creativity and innovation, as individuals are better able to see new possibilities and find creative solutions to challenges.
Improved decision-making: When leaders and individuals in an organization have a greater awareness of the broader context and their thought processes, they can better make informed and strategic decisions.
Increased resilience: Organizations with a culture focused on expanding consciousness can better adapt to changing conditions and navigate challenges, leading to increased resilience over the long term.
Companies like Patagonia, Google, and Salesforce have prioritized this for a while through mindfulness workshops, yoga classes, etc. Still, there is much more that leaders can do to cultivate and expand the consciousness of their people.
Biologist Rupert Sheldrake has done an incredible job of describing various non-religious practices for expanding consciousness; here is a list of the less obvious spiritual practices he has identified:
Playing sports: Team sports can cultivate a greater sense of connection with others and their organization.
Music: Music can profoundly impact our emotions and help create a positive and energetic organizational culture. Whether through team-building exercises or shared musical experiences, music can bring people together and help cultivate greater consciousness and connection.
Art: Art can also help foster greater consciousness in organizations by encouraging individuals to express themselves creatively and think outside the box. By encouraging individuals to engage in creative pursuits, leaders can help to foster more significant innovation and adaptation.
Connecting with nature: Spending time in nature can help us feel more connected to the world and provide a sense of peace and renewal.
Gratitude: Practicing gratitude helps us to focus on the positive aspects of our lives and appreciate the gifts we have been given.
Mindful breathing: Mindful breathing helps us to be present in the moment and to calm our minds and bodies.
Mantra repetition: Repeating a mantra can help us to quiet our minds and focus on the present moment.
Loving-kindness meditation: Loving-kindness meditation helps us to cultivate compassion and kindness for ourselves and others.
There are countless ways to become more aware of our external and internal environment, but these give us a sense of how and why spiritual practices work. When we engage in these practices regularly, the results are magical. In my coaching and advisory practice, this is the first effort I work with my clients on, and it’s where I see the most significant positive change.
A highly conscious, spiritual culture is one in which employees feel a sense of belonging and meaning in their work and where leaders prioritize the well-being of their employees. The word “spiritual” doesn’t belong to religions or the hippies in the desert or the indigenous tribes, and it’s time business leaders stopped being afraid of it. When organizations create a spiritual culture, they are nurturing their employees' souls and creating a much more open and resilient organizational system. If this doesn’t sound appealing, you may consider working for companies such as Yahoo, Compaq Computers, Blockbuster, Kodak, MySpace, Blackberry, or SEARS.
