This paper introduces a new approach to diagnosing issues, be they individual, departmental, or for the whole group of companies. It gives a very basic outline about constellations and focuses on their practical uses. Some key themes are highlighted that underpin the approach. The author shows how the underlying ideas associated with constellations can be used without necessarily doing a constellation. Using this approach speeds up the process of understanding issues. The underlying themes may also inform your way of approaching work without having to undertake a constellation. “Organisational constellations” is a relatively new technique within organisations, particularly in the UK. It is so powerful in its clarity of diagnosis, speed and potential for option‐testing that all managers and directors would benefit from its use.
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