Integral Constellations for Personal Evolution – The Systemic Addition to NLP

In this e-book, you will learn:

How, in a very short time, constellations can...
The visual language used in integral structural constellations
Four examples of symbolic constellations
Part II: The Spiral Dynamics Constellation (SDA)
A brief overview

Author Rolf Lutterbeck and publisher Stephan Landsiedel wish you lots of fun and enjoyment as you read and experiment!

Introduction

"Classical" NLP originally contained hardly any systemic elements. These were introduced later, for example by Robert Dilts (Neurological Levels) and, in German-speaking countries, by means of constellation work. Today, constellations are part of many NLP courses.

The method presented here, “Integral Organizational and Structural Constellations (IOSA),” is an evolution of Systemic Structural Constellations (SySt, Varga von Kibéd & Insa Sparrer; see sidebar), enhanced by elements from process-oriented (NLP) coaching, organizational development experience, and insights from Ken Wilber’s integral approach (see below in the second sidebar). A constellation can also be performed using symbols instead of people, for example in one-on-one coaching.

In structural constellations, very simple, low-association symbols with a specified orientation are used. The client must either mentally step into each symbol themselves or work somewhat more “superficially” with the visual information. Since the term “representative” typically applies to constellations with people, I sometimes refer more generally to the elements of the constellation.

Using constellations, one can accomplish, in a very short time, such tasks as:

Conducting systemic company analyses in a business context and testing changes (e.g., new hires, new products, projects, new structures, mergers, etc.)
Clarifying personal relationships, analyzing and resolving all kinds of problems, and uncovering (often unconscious) underlying issues

These days, there are dozens of constellation models using various “grammars,” such as the Problem Constellation model from NLP (for solving “general problems,” representing a goal, blockages, resources, the benefits of the problem, and a future task), the Tetralemma Constellation (to resolve dilemmas, make decisions, or overcome development fears by depicting differentiation, integration, and overlooked contexts), as well as classic family, team, and organizational structural constellations.

With a “company environment constellation” (UUA), you focus in its simplest form on the company, its products (or services), and its customers. This model helps clarify questions and problems in the company’s environment (customer orientation, attractiveness of old and new products, relationship with customers, customer satisfaction, etc.).
Using Spiral Dynamics Constellations, one can analyze the status of one’s (spiritual) consciousness development (including determining where the client still lacks integration) or the influence of the levels on a certain issue or concern: Where do I currently stand in my development? On which level are my key “construction sites” (or shadows, as Wilber calls them) that I should examine and integrate (shadow work)? How do the levels of consciousness affect my topic?

Systemic Structural Constellations (SySt)

Were developed by Prof. Matthias Varga von Kibéd (University of Munich) and his wife Insa Sparrer, based on Virginia Satir’s family sculpting, Gunthard Weber’s organizational constellations, Steve de Shazer’s solution-focused counseling, and Milton Erickson’s hypnotherapy. Additional influences derive from systems theory, communication theory, NLP, and philosophical approaches (Wittgenstein, Spencer Brown).

This approach to constellations has been scientifically examined (in line with Ken Wilber’s three strands of knowledge: injunction, practice, and verification), leading to the discovery of fundamental system principles governing system maintenance, growth, reproduction, immunization, and individuation. It gave rise to an independent grammar for the transverbal language called Systemic Structural Constellations (quoted from Varga von Kibéd), encompassing imagery, physical perception, and verbal communication.

A constellation can also be done with symbols (instead of people), for instance in one-on-one coaching. In structural constellations, very simple, low-association symbols are used, each with a marked orientation. The client must either mentally step into the symbols themselves or work somewhat more superficially with the image data.

The Visual Language of Integral Structural Constellations

The spatial arrangement of “system elements” (symbols or representatives) in a constellation is a key aspect. The significance of each element makes a difference (i.e., which element represents the client, another person, or something abstract like a goal, etc.).

Example: If two people stand one behind the other—say Person A stands right behind Person B—this single “image” can have at least four entirely different “messages”:

From A’s perspective, B might be blocking the way (felt to be unpleasant).
Or B might be acting like a protective shield (usually felt to be pleasant), i.e., A is hiding behind B.
From B’s perspective, A might feel like something unwelcome, “breathing down my neck.”
Or it might feel like a supportive presence behind B (strengthening and comforting).

You can try this out with a second person. For versions 1 and 2, stand in any spot (representing yourself) and ask the second person to stand in front of you, back toward you, representing a “blockage” (Version 1). Notice how that feels. Then ask that person to move aside, “de-role” (separator), and once again stand in front of you with their back to you, only this time imagine they’re acting as a protective shield (Version 2). Notice how that feels, and whether you can perceive a difference yet. Then both step out of the constellation. De-role by briefly shaking it off. Versions 3 and 4 can be tested similarly. Aside from this setup with four meanings, there are many more. The accompanying chart shows more examples, along with possible interpretations.

The Company Environment Constellation (UUA) – A Company Analysis in Just a Few Minutes

A company (U), in simplified terms, defines itself in relation to its customer (K)—its mission or purpose. To fulfill this purpose, the company provides products and/or services (P) to the customers.

In the corporate environment constellation (UUA), a single person or symbol represents the company (U), then one to three people (or symbols) for the customers (K), and one to three people (or symbols) for the products (P). Sometimes the (economic) success of the company is also important to the client (in addition to or instead of the customer). Depending on the concern, partners, suppliers, an oversight board, the parent company, shareholders, etc., can also be added as relevant elements.

For a quick analysis in just a few minutes, we only need the three elements U, K, and P. Even this “small” constellation (when using people) can reveal a great deal, for example:

How the company, customers, and products are doing overall
How customers feel about the company and its products (e.g., are the company/products appealing?)
Whether the company “sees” its customers clearly (customer orientation) or is focused elsewhere
How customers perceive the company—do they find it appealing or uninteresting?
How the company relates to its products and vice versa. For instance, is the company proud of its products, does it “stand by them,” and can it identify with them? Do the products feel valued? Are the products “stronger” than the company?

Still, even a symbols-based constellation can show a lot. Particularly notable is whether the image deviates from a typical “ideal image” that has emerged from hundreds of UUA constellations:

The products/services (P) are on the company’s left side—generally next to the company—meaning the company dominates/controls them (keeps them in check, has integrated them). Products on the right side often represent something new (not yet integrated or under control) or “stronger” than the company (interesting to note where that product originated).
The company “stands by its products,” i.e., a good relationship/partnership exists between U and P. Otherwise, you have to work on helping the company appreciate/love its own products.
The customer ideally receives the full attention of both U and P (customer orientation). It’s also interesting where the customer is looking:
- At U AND P: A typical scenario, if both the company and products matter.
- At U: The company itself is more important; the product can be substituted or changed. This often happens in businesses run by one or more entrepreneurial personalities, where the customer’s focus is on the individuals, no matter what they are “offering at the moment.” For instance, in training/coaching/consulting, the client is more interested in the person. In that case, you shouldn’t spend too much time refining the “product.”
- At P: The product is more important than the company, and is presumably offered by several companies (franchising, for example). An independent trainer, in that scenario, should sharpen their unique selling proposition. What makes me and my offering unique?

Four Examples of Symbol Constellations (see photos):

Below are four images of how a company (U), customers (K), and products (P) can be arranged relative to one another.

All images are “less than ideal” as described above.

In images 1, 2, and 4, the product dominates (hypothesis: The company is determined by the product).

In 1 and 2, U does see the customer yet is not “fully customer-oriented.”

All products are not oriented toward the customers.

In image 3, something seems more important than the customers.

An example with people from the workshop

A participant in my workshop at the 2011 Landsiedel Congress wanted a quick look at his own company. He chose one person (U) to represent the company (encompassing the entrepreneur and all employees), one person for his customer(s) (K), and a third for his products and services (P). He set them up in a triangular arrangement.

The initial picture revealed that the customers stood somewhat too close (per my experience from many constellations) and faced the company. P was a moderate distance from U but looked only at U (and barely noticed the customers, which often isn’t good). Meanwhile, the company was looking somewhere between K and P, effectively into empty space.

When polling the representatives (“what changed?”), U reported a sense of wanting to move backward since K and P appeared. K sensed “warmth” toward U and wanted to face P (interest in the product). P felt a good connection to U but “missed” the customers.

A first rearrangement of U facing K and moving a bit closer to P improved the situation for U and K, but P felt worse.

A second rearrangement placed P tightly beside U with both facing K. The customers liked this “happy couple,” yet the company again felt pressure and wanted to step back.

I positioned U opposite P with some distance so the company could “take a good look” at its products/services. Both found that better. P said it wanted to aim more toward the customer (K). But that again created pressure on U.

At that point, the client forming this constellation got a sense of what the “system” might be showing him.

Finally, I put U and P side by side facing K, and let the client step into U’s spot so he could fully “experience” this new arrangement—benefiting all three—and gather further insights for his own business.

Part II: The Spiral Dynamics Constellation (SDA)

Let’s now consider a wholly different type of constellation derived from integral models: The Spiral Dynamics Constellation. Spiral Dynamics is a developmental psychology model rooted in Professor Clare W. Graves’s research in the 1960s and ’70s (Graves Value System). His students, Don Beck and Christopher Cowan, further developed the concept and renamed it Spiral Dynamics. It describes eight levels of value-based consciousness (each with a distinct “worldview”), identified by color. Each person is on one of these eight stages in their personal development, creating a corresponding comprehension of “the world.”

The Integral Approach of Ken Wilber

Over many decades, the American philosopher Ken Wilber studied how every theory in the world—East or West—could be integrated into “one picture.” That is, which part of the recognized “truth” does a given theory describe, and what does it miss? The result is the integral approach, describing a sort of meta-map encompassing all theories (maps) we have.

“Integral,” in Ken Wilber’s sense, means equally incorporating the important AQAL perspectives (All Quadrants, All Levels, All Lines, All Types, All States). Each perspective reveals a different world:

The four-quadrant perspective is derived by distinguishing between interior (subjective, experiential) and exterior (objective, measurable), as well as the individual and the collective/systemic. Level and line perspectives address the different developmental phases of crucial areas (mentality, skills, organization, consciousness, culture, etc.). The higher the level, the more nuanced the perception. The development of value-based consciousness, for instance, is shown by Spiral Dynamics. Type perspectives include male vs. female viewpoints, or other typological models (MBTI, DISC, Enneagram, etc.). State perspectives arise, for example, from different states of consciousness (creativity, relaxation, trance, causal states, etc.).

A Brief Overview (Further Reading in the References):

Level 1 (“Beige”): Archaic consciousness, close to animal instinct. Survival is key. Every human begins life here as an infant, as did our ancestors 100,000 years ago.

Level 2 (“Purple”): Magical consciousness from about 50,000 years ago—tribal thinking, magical belief in spirits and wonders, an animistic worldview.

Level 3 (“Red”): Mythical consciousness around 20,000 years old. Power and ego-centrism take center stage. This fosters the development of personal strength, the emergence of self-awareness. Impulsive and self-serving behavior.

Level 4 (“Blue”): Mythic-rational, traditional consciousness. A “good” hierarchical order emerges, with rules, roles, laws, and virtues. Everything has a divinely or authoritatively assigned meaning. Hierarchies establish order, social structure, and security. Loyalty is rewarded. This perspective highlights control, status, and rank in paternalistic institutions. Conservative and conformist, typical of about 30% of the Western world, often found in bureaucracies and large corporations.

Level 5 (“Orange”): Rational, modern consciousness. The realm of science, reason, and materialism. People strive for individual success, knowledge, and freedom. “Achievement must be rewarded,” “Anyone can win,” and companies compete by seeking continuous improvements and best practices. Over 40% of the Western world occupies Orange.

Level 6 (“Green”): Sensitive, postmodern consciousness, a humanistic worldview. Focused on multicultural awareness, pluralism, ecology, equality, team collaboration, synergy, a social market economy, and aid organizations. Around 20-25% identify as Green.

Level 7 (“Yellow”): Integral consciousness. Metasystemic thinking and flexible action address complex challenges, such as global ecological issues and rapidly progressing technologies. Everything is nested systems within systems, evolving in four quadrants simultaneously. Only from this vantage point is it possible to appreciate and integrate all previous levels. About 1-2% are at Yellow.

Level 8 (“Turquoise”): Holonic consciousness. Only now emerging, seemingly focused on “world spirituality.” (<0.1%)

A Brief Introduction to Spiral Dynamics Constellations (SDA)

The elements in an SDA constellation are the focus (representative for the client) and the eight developmental levels: Beige (archaic consciousness, instincts), Purple (ancestral spirits, magical consciousness), Red (impulse, ego-centric power, mythical consciousness), Blue (rules, roles, order, mythic-rational consciousness), Orange (reason, achievement, rational consciousness), Green (pluralistic, multicultural consciousness), Yellow (integral consciousness), and—if meaningful for the client—Turquoise (holonic-spiritual consciousness). If I want to explore the impact on a particular issue, additional elements can represent that issue.

Example: An initial Spiral Dynamics analysis constellation (without Turquoise) might look like the diagram below.

From a structural constellation leader’s standpoint, quite a few things in this depiction may not be “in order.” If I don’t have people as representatives, I might offer the client these hypotheses:

The focus is mostly on Beige, meaning the “oldest” consciousness level is receiving the most attention! Perhaps the client is dealing with a survival-related topic in some form. Since Orange is hidden behind it and is inaccessible to the focus, the situation might be money troubles, for example.
Green stands dominantly on the client’s right, which might mean the “Green” worldview strongly influences their behavior. In other words, based on this image, the client may be operating primarily at Green. Because Green often rejects Orange, that would align with the hypothesis of (material) problems.
Purple (ancestors, lineage) is in the back (where ancestors often fit well) but turned away from the focus and partly blocked by Red. Possibly there’s something needing resolution there. Maybe a family system constellation would help. The client might be unconsciously repeating their family’s financial struggles out of loyalty.
Red and Blue might be beneficial resources in the background if the client has a positive feeling for them (otherwise shadow/integration work is needed).

These are just guesses, of course. The client assigns meaning to the image (from their worldview) and chooses which hypothesis resonates. More detailed and relevant information can be gleaned through the client’s own perception as they step into the image, or through representatives’ perceptions. By clarifying any less-than-ideal system dynamics (e.g., a process with ancestors, or harnessing Red and Blue more effectively), the image might shift over the course of the constellation. In our example, Beige and Orange could move to the focus’s left. Thus, Yellow, as the next (appealing?) level, might become more visible and move closer, etc. A “solution image” could then appear as shown in a subsequent diagram.

Spiral Dynamics Constellation – Two Concrete Examples

The first constellation was an SDA using my 40 cm-high, color-coded cardboard symbols (what I jokingly call “cardboard noses”), each with a fold to indicate direction, placed by the client. A white symbol represented the client (the so-called “focus”).

The descriptions here are taken from my memories and workshop recording, so they may not be 100% precise. The initial scene showed Red (“power”) on the dominant side of the focus, Blue (“order”) behind the focus’s back. Somewhat unusually, Orange (“rational thinking, reason”) was further behind, meaning it wasn’t “close in.” Levels 6 through 8 were all in front of the focus, with Green (“social bonding, group harmony”) standing directly in front of the focus, back turned, blocking its view (could be a shield or a blockade?). I let the client step behind the focus symbol to get a sense of these levels.

Red feels like a supportive force at the side, while Blue feels stabilizing behind the back. Green stands too near and needs to move a bit left and turn around (which I indicate with my hand—my palm acts as the “face”). Yellow and Turquoise also turn to a better position behind Green, whereas Orange shifts to the right, closer to Red. The final arrangement that suits the client is illustrated in the second diagram.

For a second constellation (this time with people), one participant volunteered to represent them. Because of time constraints, we combined Levels 1 & 2 and also 7 & 8 into single persons. Beige/Purple was placed far behind the focus and felt excluded (later stepping forward). Red felt comfortably grounded and stood to the right behind the focus, which in turn felt grounded by Red’s presence. To the right behind Red stood Blue as a “controlling police force.” Blue would have liked to watch the focus more but was busy handling Red. Orange was on the left behind the focus, pulled toward Red (power) and Blue (order). Green felt uncomfortable to the focus’s left and moved forward, turning so it could see everything. Yellow/Turquoise stood diagonally right in front of the focus, wanting to stand directly in front of it, better viewing Orange as well.

The main “outcomes” of this very brief constellation, the interpretation of which is up to the client, included:

Beige/Purple wanted more attention and closeness (wanted to belong more).
Blue was preoccupied with Red (the client will decide if that’s good or bad).
Green wished for more overview.
Yellow/Turquoise wanted a more central focus (as the client’s potential direction).

Conclusion

No other method I know can incorporate so many integral perspectives as integral structural constellation work. This approach dominates much of my own practice, given my “Orange” IT background and ongoing quest for effective, efficient methods. Also, SDA typically yields greater insight in less time than any Spiral Dynamics questionnaires I know—often disclosing major “shadows” as well, especially in symbolic constellations.

SDA can be blended with other constellation models. Combining it with organizational structural constellations, for example, yields fascinating insights into the organizational culture that suits a given entity.

References:

You can buy a DVD of the workshop from Landsiedel.

Brief descriptions (PDFs) of constellations and Spiral Dynamics can be found on my website, www.RolfL.de.

On YouTube, you’ll find an online presentation about constellations in the business realm (channel Rolf377).

Introductory books on structural constellation work include “Ganz im Gegenteil” (Matthias Varga von Kibéd) and “Von Bild zu Bild” by H. Wresnik.

An introduction to Spiral Dynamics is available in various Ken Wilber books (e.g., “A Theory of Everything”) and “Spiral Dynamics” by Don Beck and Christopher Cowan (German edition in Kamphausen Verlag).