Co-evolution, Self-Fulfillment, and Coaching
Another important feature of complex, self-organizing systems is that they co-evolve with other systems that they encounter. In the world of Polystasis, this co-evolution dynamic would play out in shifts regarding our anticipation of features in the environment we encounter from moment to moment. Our interactions with this environment bring about changes in this environment, resulting in modifications of our anticipations regarding this environment. At times, this co-evolution can lead to self-fulfilling prophecies, with changes in the environment being created by our anticipated vision of this environment. We anticipate “hell,” prepare for ‘Hell” and create “hell” through our actions. Conversely, we anticipate “heaven,” prepare for “heaven” and create “heaven” through our actions.
More often, the self-fulfilling prophecy is not dominating our actions and reactions. Rather, we are attuned to a world “out there” that is operating independently of our anticipations. As a professional coach, we can be of great value in this regard when working with a client who is deeply, emotionally attached to a specific version of their world and to specific outcomes. We can help them discern what is a world of their own making and what is a world to which they adapt (as a self-organizing system) – and about which they learn for the future.
Self-Referencing and Coaching
Self-referencing is one other theme that plays a central role in any human self-organizing system. A strong organizational identity can provide independence from environmental change and can serve as a guide to the organization’s evolution. When the environment demands a new response, there is a reference point for change. This use of self-referencing as a way to guide organizational evolution relates directly to the polystatic concept of varying baselines.
Anticipation always requires that what is expected in the immediate future is tested against the established baseline. We are frequently altering the baseline as we appraise the shifting environment in which we are operating. This feedback-based process of appraisal and adjustment is self-referencing and is often engaged at an organizational level by the organization’s leadership.
Self-referencing at the broad organizational level enables those working within the system to engage in their own self-directed, polystatic adjustment to the changing environment in which they operate. Having incorporated the organization’s own baseline within their personal baselines, those helping to move an organization forward will be guided by goals and purposes that are shared by all (or at least most) members of the organization.
Shifting Polystatic Baselines and Coaching
As a professional coach, we can be particularly effective if we help our clients discern the various levels of their polystatic baseline. Which elements of this baseline come from the sharing of purpose and goals with other members of the organization, and which elements are held at a more personal (or team) level?
Having discerned these different elements, our clients will become more discerning of the different sources of environmental feedback that will (and should) influence their baseline. Some of the environmental changes impact the collective elements of the baseline—elements such as bottom line, productivity, and organization-wide morale. Other changes in the environment produce an impact that hits at more personal elements—elements such as level of personal performance, relationships with co-workers, and personal motivation.
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