Cultural Chiropractic

A skilful chiropractor ‘cuts to the chase’ and converses directly with the body’s innate intelligence through the mechanical ‘Snap, Crackle and Pop’ adjustment process. Many people misinterpret these spinal adjustments as allowing the nerves from the spinal column to be released from entrapment so that the internal organs are fully connected and the body can function as intended. In reality, the adjustment releases the spine from the restricted movement range it has settled into and signals the brain that ‘anything is possible’. It is an invitation to the brain to expand its repertoire of movement and thereby rebuild long abandoned functionality by encouraging the muscular control that can hold the vertebra of the spine in right relationship. Within organisations we can similarly slide into sub-optimum behaviour patterns, which after a while become the culture – the way we do things ‘round here’. A Health Coach does not solve the organisation’s problems; rather he engages with the grass-roots – the workforce as a whole, to gain an appreciation of how it ticks. Ordinary workers feel listened to and hope is awakened that ‘we can do things in a better way’. The process may be unseen by the management structure but their participation is essential to allow change to happen. This is not an abdication of responsibility to control the organisation and ‘run a tight ship’ but to recognise that the successful, adaptable organisation is one that fully trusts and engages its staff. When the decision is taken to open up to a process of organisational development based on Appreciative Inquiry the organisation can change rapidly. Care is needed to keep the organisation’s purpose in focus but management must avoid stifling creative initiatives offered by its staff. There are no sacred cows, or at least if they can be kept to a minimum, greater progress can be made. When all staff feel heard they naturally feel moved to participate and contribute their discretionary effort. Working collaboratively together transforms the collective into a ‘Leaderful Organisation’. Prescribed exercises ensure that a chiropractic patient maintains the full range of movement options between sessions. Encouraging full flexibility speeds the adoption of muscular adjustment and optimum functionality. An important support for the work is the provision of appropriate nutrition that can be deployed to build the muscular structures that embed physical changes. This is mirrored in an organisation where reins need to be relaxed sufficiently to allow staff initiatives to take root. A seeming loss of control can be deeply unsettling to entrenched systems of micro-management where the choice of the ‘no-money card’ is often used to block progress. Such a reaction can result in staff cynicism and alienation. Tensions may then lead to ‘industrial inflammation’ and apathy. In the worst case this may degenerate into intransigence and ‘work to rule’ situations. Under stress we regress. The human body becomes stupid when stressed as the autonomic nervous system disables the brain’s rational frontal cortex and activates the reptilian amygdala in a fight or flight response. It’s a foolish patient indeed who uses muscle to resist a chiropractic adjustment. Pain is never far away!

Best Self

If you don’t know where you’re going, any road will get you there. – Anon A Holistic approach to Health Coaching, whether for the individual or in the organisational setting, requires a multi-dimensional engagement. It’s much bigger than using the New Year to install a change of diet or way of thinking. The aim is to increase self-knowledge and to adopt / develop a way of life that sustains you. From this position you are best placed to contribute your uniqueness to your community. The goal is service in the common interest. Instead of a ‘Me Centred’ resource-grabbing isolationist you look for win-win opportunities that develop interdependence. The human body has evolved a complex system of intercommunication between human cells and the bacterial cells we host that outnumber our own 10:1. This situation gave rise to the idea that ‘We are bacteria having a human experience’. Many food cravings are now understood to be initiated by an imbalance in the gut microbiome. Gut bacteria signal the brain to provide them the food they want and typically provide four times the data to the brain than they receive from it. When an imbalance develops in the microbiome, the bacteria with the loudest voice influence the brain more effectively. This may result in consumption of edible products we want but don’t need. In turn, the over-nourished bacteria reproduce and continue to crowd out the balancing gut flora. In a well regulated gut however, where the bacterial families are balanced and no one species dominates, the signals to the brain are based on need rather than desire. Food cravings are replaced with genuine hunger signals and the individual can make sensible choices based on the needs of the whole body. In this situation the Mental components of health are liberated. The individual takes on personal responsibility for the decisions affecting her health and she is now free to experiment with behaviours that might better protect it. From here she can awaken to the spiritual drivers of her health and start to ‘think big thoughts’ like identifying her true vocation and how best to serve her community. She now knows where she’s going and can choose the road for her journey. Picture then an organisational equivalent. In an autocratic structure poor labour relations may develop that can bring the organisation to a standstill. As polarised factions become more entrenched, communications degrade and the blame game reaches new heights. This is the organisational equivalent of chronic inflammation, which is the foundation of disease. Imagine instead how healthy, staff-centric operations provide a steady throughput of goods and services. When the operations staff know and trust that the system serves their best interests, and that they can self-organise around shared goals, the task of management moves from ‘fire fighting to fire prevention’. Management attention then shifts towards planning for change and experimenting with new methods and structures to support operations. In this traditional view of the utopian organisation, Leadership involves itself with strategic marketing to open up new business opportunities. Effort is given to networking, both internally and externally, and customer satisfaction ensures repeat business. This is good, of course, and there is more. Best-Self organisations of the 21st century will be more integrated than ever before. They will be places where all staff are ‘Leaderful’ and motivated, by both macro and micro environments, toward the achievement of collective harmony. We will think of collaborative advantage as the norm rather than the competitive advantage paradigm of the 20th century. Join me and billions of others on the journey of transformation that will make it possible.