Building organizational resilience: Creating double-loop organizational learning through application of a Jungian systems theory (Carl Jung)

This study constructed a model of individual and human systems development as an interpenetrating gestalt, which was used as the foundation for action research-based double-loop learning. The model's essence is well-captured by an ancient archetype: the Birth-Death-Rebirth Cycle.; The model proposes that only two stances are possible toward life: we can either embrace it or resist it. Embracing the flow of life---and shepherding ourselves through cycles of 'death and rebirth'---reinvigorates identity, unfolds latent potential, and expands capability, creativity and adaptability. Resistance---attempting to block or control the flow of life and defend the status quo---is a defensive strategy that lowers performance, creativity and flexibility, increases rigidity, stagnation and dysfunction, and may lead to early death.; Action research was performed in a large government agency and in a small private company. Loop One focused on practical application of the model to build systemic resilience and address specific system concerns. Loop Two consisted of collective reflection on the model for the purpose of improving it. The results suggest that leaders and managers must: (1) Embrace---and build practical supports to---ongoing cycles of death and rebirth. (2) Build 'safe containers' for members to express authentic individuality--- within the system. (3) Manage individual and human systems development as interdependent processes. (4) Support integration of 'masculine' and 'feminine' capabilities and attitudes at the system and individual levels. (5) Support dis-identification with the shared domain (the 'organization') as the sole basis for identity, acceptable meaning-making and action. The shared domain should become an object of reflection and co-construction by a community of differentiated individuals. (6) Build 'whole-person' commitment as the basis for gaining shared alignment with the shared purpose/task. (7) Gain shared alignment with the systemic purpose by building 'whole-person' commitment. (8) Root organizational purpose in genuine service to the world.