"These patterns are often the invisible, underlying forces that influence leadership teams that choose to remain silent for fear of retribution; managers who react defensively, creating tensions that stifle creativity; staff who feel they are in competition and siloed across departments; and scarcity mindsets that fracture partnerships and muddy organizational reputations. Patterns like these can have a pervasive and profound impact not only on an organization's culture, but on its ability to move the needle on mission impact."
"Why do we experience this struggle? We live in a society where it feels vulnerable and risky to examine personal patterns in a work context. Instead, we feel safer focusing on external problems-market and political challenges, operational issues, strategic pivots-than looking at the underlying human dynamics that might be sabotaging our best-laid plans. It is time we realize the importance of healing the limiting patterns in our organizations and in ourselves."
Individual and organizational conditioned patterns—such as fear-driven silence, defensive managerial reactions, interdepartmental competition, and scarcity mindsets—undermine decision-making, collaboration, creativity, and reputation. These invisible dynamics can derail clear strategies and available resources, reducing the ability to achieve mission impact. Many people avoid examining personal patterns at work because vulnerability feels risky, so attention shifts to external problems and operational fixes rather than internal human dynamics. Surface-level remedies and harder work do not address these deeper issues. Integrating healing practices into strategic planning and everyday operations can transform culture and enable sustained mission success.
Read at Non Profit News | Nonprofit Quarterly
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