INNER WORK
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inner work. One of the independent schools we work with, which has been investing intentionally in this work for a couple of years, faced a significant crisis this past fall. Most organizations when facing a challenge go into self-protective mode, engaging lawyers, limiting communication, and trying to get back to“ business as normal.” This school, however, did the opposite: they met with families and community leaders, doubled their investment of time in creating space for grief work and healing, considered how they had co-created the issue, and listened deeply to families, faculty, and each other. As a result, new partnerships were formed, systems were shifted, and trust was deepened. A crisis that could have spiraled out of control became a catalyst for learning and connection, which they credit to the inner work they had been cultivating.
Throughout the pandemic, this school has continued to invest in inner work. The senior leadership team engages in spaces for reflection and processing fears and grief. They communicate openly with each other, hold space for each other to process, and have high levels of personal responsibility when it comes to co-creating their school environment and culture. This past spring semester, they ensured all staff and faculty had access to spaces for connection, reflection, processing, and grief. They scheduled regular sessions for restorative spaces, healing, and opportunities for community connection. Tears were shed, laughter was shared, and participants said they felt more connected, seen, and understood than ever before.
“ We find in our research that most organizations, even those who believe they are effectively engaging their constituents, are struggling with communication, engagement, and trust, now more than ever.”
Because this school has a holistic approach to inner work, the institution has become increasingly agile. Recognizing this summer posed a threat to employees and families feeling connected, they developed new summer programming for those who wanted to stay engaged and sent regular, transparent communication to all members of their community. While these steps may seem simple, we find in our research that most organizations, even those who believe they are effectively engaging their constituents, are struggling with communication, engagement, and trust, now more than ever. This school has imbued inner work into the DNA of their culture and, therefore, these actions are authentic and resonant.
The majority of organizations don’ t realize that the“ issues” they are navigating, e. g. interpersonal issues, grievances, disengagement, are a direct product of institutional trauma never addressed or healed from.
Page 14 Fall 2020 CSEE Connections