The unseen forces shaping your organisation

We often think of organisations as tangible structures - teams, strategies, policies, OKRs. But beneath the 'visible' elements lies something just as powerful: the unseen forces that shape behaviours, decisions and outcomes.

Like the invisible fields in physics that influence matter, organisations are permeated with energetic, cultural and relational 'fields' (or forces) that drive the way work gets done.

The power of the invisible

Sheldrake’s theory of 'morphic fields' suggests that behaviours, once established, become easier to adopt as they accumulate in a shared energetic space.

In an organisation, this means that unspoken norms, collective emotions and historical patterns have a life of their own. People don’t just follow explicit 'rules' - they tap into a field of unspoken expectations, habits and ways of being that have built up over time.

Think of a workplace where distrust has taken root - new employees quickly sense it, even if nothing is said outright. Whereas, in an organisation where collaboration is deeply embedded, even those resistant to teamwork find themselves drawn into it.

Why it matters

We can over-focus on changing organisational structures - new policies, new hires, strategies - but if the underlying 'field' remains unchanged, those changes struggle to have the desired impact. The invisible forces at play can either support or sabotage our best efforts.

In leadership, we need to ask:

• What unseen fields already exist in our organisation?

• Are they enabling or constraining the future we want to create?

• How can we consciously cultivate fields that drive growth, inclusion, innovation, etc?

Shaping the unseen to work for you

1. Make the invisible, visible - Start noticing patterns that seem to persist despite formal changes. What is the 'default mode' of your organisation? Does it foster empowerment or fear? Agility or bureaucracy?

   
   

2. Set and reinforce clear intentions - Just as a tuning fork can bring other objects into resonance, leadership vision and behaviour create a field of influence. Your consistency, clarity and emotional energy shape the invisible fabric of the organisation.

   
   

3. Interrupt negative fields - If toxic or limiting patterns exist, they won’t disappear on their own. Name them. Create counter-experiences that reinforce a different reality. Experiment with new ways of working.

   
   

4. Reinforce positive resonance - Just as people can sense toxicity, they can also sense possibility. Leaders play the biggest role here to consistently reinforce the behaviours and attitudes that align with your desired culture.

The most effective organisations aren’t just well-structured, they are attuned to the invisible dynamics that shape human behaviour. By actively engaging with these forces - rather than ignoring them - we create workplaces where vision, culture and strategy flow in alignment.

What unseen forces are shaping your organisation right now? And what can you do to ensure they work for you, rather than against you?