What Therapy Can Teach Us About Organisational Culture

Working in both leadership and culture development and individual therapeutic practice has its advantages.

Each space constantly informs the other — because, ultimately, both are about cultivating a deep and appreciative understanding of what it means to become our best selves in the complex settings of work and life.

In my clinical practice, I’ve recently focused a lot on a concept called “configurations of self.” It’s the idea that each of us holds multiple identities — different versions of ourselves — which may align or sometimes be in conflict.

For instance, I have a ‘good girl’ self that often clashes with my ‘playful rebel’ side. Both are valuable parts of me, but at one time, they were in constant (and exhausting) battle. The therapeutic process helps clients identify these inner configurations and foster connection between them — encouraging internal dialogue, not warfare.

Another key concept that often surfaces is fragmentation. This is a defence mechanism where we compartmentalise aspects of ourselves — identity, emotions, experiences — especially during periods of high stress or conflict. It’s a survival response that can be useful in the short term. But if we don’t reintegrate afterwards, we risk feeling disconnected, disoriented, and unable to fully engage with life.

Here’s where this links directly to culture work.

I believe organisations are sentient beings — they perceive, adapt, and feel, just like people do. Which means organisations can also:

Hold multiple, competing identities, and
Fragment under stress.

Think of the organisation that wants to be both an industry visionary and a dutiful public servant, or a trusting leader of people and a custodian of certainty.

These competing configurations can create internal tension. Just like in therapy, the work is to identify and value each of these identities — and then intentionally build coherence between them.

Organisational fragmentation shows up in familiar ways. Ever heard “them and us”? That’s the sound of disconnect between head office and frontline, clinical and non-clinical, strategists and operators. When this starts to emerge, it’s time to increase safety, honesty, and integrity — the conditions that allow reintegration to occur.

Here’s the truth: culture interventions don’t need to be complicated. But they require sustained, focused, and intentional effort. That’s why many organisations avoid them or leave them to chance. Yet, when done with care, the rewards are extraordinary.

So I’ll leave you with this:

How do you build harmony and cohesion in your workplace?

Let’s keep exploring this together

Author: Kate Noakes, Uplift Consulting