Archetypes

The word “archetype” can loosely be translated into “prototype” and can be explained with an image. We imagine a beautiful horse. This horse is the horse of all horses, the perfect horse. Now, a see-through veil floats down and covers the horse. This changes the appearance of the horse but we still recognize it. Perhaps we fill in some of the missing details to make up for what has been obscured. As time goes on, more and more layers of veils in all possible colors and patterns float down to cover the original horse. These layers are cultural, historical, and religious and vary largely from one area of the world to another. The view of our perfect horse has now changed remarkably. We end up with “My Little Pony” in cartoons, we find workhorses used for dragging felled trees in Siberia, we hear fairy-tales about white horses in Germany, and “Trojan Horse” is a worldwide metaphor for computer viruses. Despite vastly different expressions of “horse,” because of our archetypal memory we can easily recognize the “horseness” in all the listed variations of our original prototype.

Archetypes per se are never directly visible, yet with a trained eye we can discover them underlying all things – especially human behavior.

Archetypes at Work™ is a method to train people so they can see behind the obvious and recognize the archetypes that are “running the show.”

. Breakthrough coaching

Individuals are invited to identify, understand and find antidotes for their most challenging issues. The facilitator works within small groups for each participant to ‘stage’ their main challenge by setting up the key elements around them – and giving each of these a voice that speaks to the issue. Participants will often benefit from taking the opportunity to access a different Archetype to bring about an improved outcome.

. Co-coaching

Participants dialogue, often walking, in pairs to identify their Archetypal challenges or blind spots. Before the program is complete, the pair set up an on-going co-coaching relationship, making specific agreements to support each other with their mutual intentions.

. Gestures / postures

Refer to simple physical movements, combined with the voicing of an appropriate phrase, that serve to introduce the essence of any archetype. They emphasize and familiarize body-language as key in the expression of ideas, meanings, feelings or intentions.

. Issue dialogue

An issue of common interest is adopted as a central focus. Participants initially converge around the issue from the standpoint of their first choice or preferred archetypes. Certain Archetypal points of view are likely to be more favored than others. Some may be completely avoided. Participants are then encouraged to view the issue from different perspectives. The ensuing conversation and debrief is often constructive both in terms of seeing the issue in a fresh light, and of individuals free to express themselves in contrasting ways.

. Laminates

Are place mats used for identifying Archetypes, so participants can choose favorite, least favorite or any other archetypal standpoints from which to speak.

. Live issue application

A group activity whereby small teams deliberate and consider an issue of shared interest or importance by being sequentially immersed in each of the five Realms (Order; Relationship; Creativity; Change or Action). After which each team reports any new insights or revelations in plenary.

. Personal realm exploration

An opportunity for individuals to immerse themselves deeply in an unfamiliar Realm – the one that they personally consider may contain optimum benefit in terms of value and future potential.

. Systemic constellations

Since businesses and teams are human constructions, they function as human interactive systems. As such, they are subject to powerful unconscious laws. Just as a glimpse into the unconscious can free individuals up from confusion and distress, the recognition of systemic barriers within any group or company can support the emergence of new solutions.

In the process, participants inhabit the relevant roles of any issue and speak from these different perspectives. Facilitators notice what helps or hinders the process and bring in new roles or voices as appropriate. In this way, shared understandings are established, hidden resources can be freed up and co-operative work facilitated.