Group Dynamics & The Organizational Shaman

Let me ask you a question: Do you think that the 'principles' of a group--or a collective, if you prefer that term--somehow alter the intrinsic dynamics that seem to coalesce and form in any and all groups?

Do you think that because Integral INstitute is ... well.. Integral Institute... that it will somehow be immune from pathological group dynamics that have afflicted people from day one? Do you think that Zaadz, also, is somehow immune from the 'group pathologies' just because of the lofty principles its members hold and espouse?

If you do, I think you are crazy. And that is my beef. That has been a large part of my Integral rant for years now--ever since Ken Wilber began forming an 'institution' around Integral. And now I dare to state that the same possibilities are coming into existence for Zaadz.

I honestly don't think that most people get it. I really am of the impression--and have the sense--that there is not near enough awareness of the intrinsic group dynamics that tend to coalesce in groups and collectives while we are touting our high-falutin' principles. The dupe comes in assuming that 'high-order principles' will somehow eliminate the need for examining the nature of group dynamics and how group dynamics tend to form in an habitual, totally unconscious, blind, deaf, and dumb way.

It is why collectives so often fail. Blame it on the leaders. Blame it on the organizers. Blame it on the management. Blame it on the idealist for not understanding that there are practical matters that need to be consistently addressed else the motto... 'Here comes the new herd... same as the old herd...' will soon be found to apply to your favourite group.

The bigger a collective is and the faster it grow the more important keen organizational people--people who understand how to deflect group pathologies and alter group dynamics in such a way as to eliminate potentially destructive consequences--are for that group. In fact, I would call keen organizational shamans, if you will, the most important people for the long-term success and health of the collective. Bar none!

One of the problems that such an organizational shaman will face is the resistance amongst the members of the group to admit their habitual modes of relationship that are like so many group-grooves that people are falling into again and again and again. For instance, you get your little cliques that form. Yes, Zaadz has a clique-ish nature (sorry to burst your idealistic bubble!) that all collectives manifest unless and until the individual members actively resist the tendency to form into cliques and special little clubs.

Notice I said, actively resist. That's the part that the organizational shaman has a hell of a time with: getting people to actively resist what feel like their own natural tendencies.

Of course, if the individual members don't actively resist habitual modes of relating that become a cancer for the group then that group is not long for making any sort of beneficial impact on the world. I suspect that this is what has happened at I-I and other variously assorted Wilber-centric enterprises. And I am only bringing this to the table today to see to it that Zaadz does not degenerate in a way that happens all too often when collectives assume that their 'principles' will somehow take care of 'group dynamics' without any human intervention.