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!