Introduction

There are two types of Myth that ORSC introduced me to.

First is Original Myth. This is the genesis of a context. For example, if I’ve been with a company for 10 years, there are some questions I might ask to remember the original myth (or attraction, excitement, compelling conditions) that I initially experienced.

In the following list of questions, I’m expanding it according to ORSC’s 3-Levels of Reality - Sentient Essence, Dreaming, and Consensus Reality.

Sentient Essence is the place of vision and inspiration. Typically we all have more common ground at the essence level because it aligns with universal principles and experiences.

Dreaming is about feelings, hopes, fears, and projections. Most emotional interactions take place on this level.

Consensus Reality includes people, events, measurable outcomes, and facts. It’s focus on the material level and is typically transactional or contractual in nature.

So let’s take a look at some sample questions that explore each level—

  • Essence Level

    • What attracted you to join the company? And the job?

    • What excited you about the job?

    • What did you first notice or feel when you started work?

  • Dreaming Level

    • What dreams did you initially have about the work, your job, the possibilities?

    • What hopes did you initially have for the work?

    • What fears did you initially have?

  • Consensus Reality

    • How did you get your job?

    • What did you do on the job that you loved or hated?

    • What was important about the work for you?

So, what does all of this (original myth and 3-levels of reality) have to do with myths and agile coaching?

It means that we want to be exploring all 3-levels in our coaching. Mostly by the nature of the questions we ask. It also means that shifting between levels will often emerge different information for the system. Minimally you’ll want to cross at least two levels when you’re coaching to broaden the thinking and the information.

Myth Change

The introduction to original myth served to set the stage or remind you of the initial stage. Consider it Chapter 1 in your relationship with the system. Now keep in mind that original myth is a one-time thing in your relationship. Where as you can have many, many myth changes over time. Therefor, they are not the same thing.

From an agile perspective, I believe that myth change is much more useful to us in our coaching. Why, you might ask? Because of the amount of change that an agile transformation can introduce for all of us.

Myth Change is shifting from one point to another by creating an aspirational posture.. And it might not be from Chapter 1 to 2. For example, I might need to shift from Chapter 4 to Chapter 5 in my career journey. So I would explore the myths I held around chapter 4 in order to navigate the change to my new myth in chapter 5.

Another way to think about Myth Change is to explore & move from—

What you’ve Been Doing

and to discover and adopt—

What you’re Going to Do

Myth Changes - for the Coach

I often think of ORSC tools as being “applied on/to” the client or system. But often, then can and should be applied to myself (the coach). One of the best examples of this is myth change. Here’s a few examples for myself—

  • I’m taking on a new client or this IS a new client;

  • I’m just pivoted my coaching practice from one style/focus to another;

  • I’m dealing with Covid-19 isolation and only doing virtual coaching;

  • I’m moving from in-person coaching to virtual coaching;

  • I’m buying a home, moving, semi-retiring, taking on a new job, etc.

As you can see, myth change is something that we’re all going through.

Also keep in mind that a myth changes often results in our crossing an edge. So, awares of that is key in our coaching detection and handling of edge behaviors.

TBD: either expand on edges here OR connect to another section…

Useful Metaphors for Myth Change Coaching

  1. A central metaphor that I really like (and have been using) is the notion of a book. Original Myth is Chapter 1. And the Myth Change simply involves moving from one chapter to the next, for example from Chapter 4 to Chapter 5.

  2. Stephane brought up the notion of Hero’s Journey. For example: Marvel characters, Harry Potter, Luke Skywalker. Moving from a genesis moment--thru trials and tribulations--and coming out the other side...quite different.

  3. Imagining a Hill that we're climbing. Where Chapter 4 is the bottom of the hill and as we climb, and peek over the top, we see Chapter 5. There's also the notion of being helped UP the hill, which I appreciate. (Arun)

Agile Application of Myth Change

From a team, group, or system perspective, here are some common situations to explore—

  • Reorganization

  • Realignment of goals

  • A company going thru M&A activity

  • Changes in reporting structure

  • Changes in roles and responsibilities

  • Company implementing new measures (OKR’s for example)

  • Moving from old methods to agile approaches

  • Implementing a new Scaling approach

  • Implementing a new tool, or tool-set, or application

Since agile coaching is centralized on change, then myth change really resonates as an approach we can effectively use in our approaches.

Remember to…

There are some final points I’d like to emphasize—

  • Remember the importance of meta-skills in myth change. Curiosity being an important one.

  • Remember to celebrate the last Chapter.

  • Remember to normalize any real or perceived challenges with the change.

  • Remember to be sensitive to edges while navigating myth change.