Needle Tower by Kenneth Snelson

I already posted on how improvisation can increase your flexibility. In this article I would like to expand on how your organisation can prepare itself to improvise through the concept of tensegrity.

The principle of tensegrity was first applied in 1951 in the field of architecture in London, UK. Tensegrity (from tensional integrity) is the skilful combination of parts under tension and parts under compression allowing for an open and slender structure. This visual transparency is one of its major features (strong and light-weight being the other two).

An holistic and integral approach

A holistic and integral approach of the structure is key to its realisation. If any of the parts under compression buckles or any of the parts under tension yields, the structure collapses. This obviously brings huge challenges in terms of construction and piecing together the elements, as tensions and compressions during this phase are not yet set. (See for a great example the construction of the Kurilpa Bridge in Brisbane).

Tensegrity as model to view the human body

Health practitioners, too, use tensegrity as holistic approach of the body. It refers to the relationship that exists between our soft tissues (like the muscles) and the harder bony tissues. The soft tissues carry tension, the bony ones are under compression.

The play of tense and relax between the soft and hard tissues, regulated by our breath, enables the unstable skeleton to remain upright and move easily. The breath connects mind and body and allows for control, stability and reaction. If used well, it increases our ability to cope with stressful situations. Our mind and body become more resilient to external factors.

What tensegrity could mean for organisations

This brings me to the world of organisations, where change nowadays is continuous and potentially stressful situations tumble over one and other. Many companies and non-for-profit organisations struggle to adapt. Their ability to cope with so many changes is not up to the task. Targets are sharpened, new teams have to perform immediately without proper preparation, information exchange between units is difficult, etcetera.

Introducing the concept of tensegrity could help. First of all, this means looking at the organisation from a holistic point of view. There is nothing new to this: an organisation works as a whole. Units should be related to one and other otherwise there is no point in holding them together under one umbrella.

What the concept of tensegrity would add is looking at those relationships in terms of tension and compression:

• What parts of the organisation form the hard parts, i.e. the ones that should hold compression as fundamental core of the organisation
• What parts form the soft parts, i.e. the ones that make the organisation move forward?
• How should these parts interact with one and other? How could the breath of the organisation be characterised?

These questions form the basis for a nice analysis on how the organisation functions. But it would also give insights on the improvisation capabilities of the organisation. The more the organisation understands the play between the hard and soft parts, the better it will be able to improvise in facing new challenges. It’s like jazz musicians that within a broad hard structure improvise with soft licks.

Mark Twain once said:

‘It usually takes me more than three weeks to prepare a good impromptu speech’

And the principle of tensegrity would give an entry on how to develop improvisational skills for organisations. This will definitely be subject of future posts, but if this already inspires you, feel free to comment!