Transforming the Face of Leadership

Relationship Systems IntelligenceTM

Relationship Systems IntelligenceTM Transforming the Face

of Leadership
A White Paper Written By
Marita Fridjhon MSW, PCC, ORSCC
Anne Rød MA, MCC, ORSCC
Faith Fuller PhD, PCC, ORSCC

Relationship Systems Intelligence™ is an advanced and courageous way of approaching leadership

and team interactions. The development of RSI™ within a team or organizational system
accelerates collaboration and supports the creative thinking needed to face the challenges of
this millennium. In the same way that Emotional Intelligence equips individuals to master their
internal life, and Social Intelligence engenders empathy, RSI enables leaders and teams to tap
into the true potential of human beings’ collective intelligence and creative powers.
The basic principle of RSI is the redirection of focus from the individuals within the system,
to the whole system as an entity in itself. This shift in focus enables Leaders, teams and
organizations to move beyond personal concerns and petty conflicts to a positive and
generative group identity. The strength of a team’s identity provides resilience and the
resources necessary to navigate the constantly changing challenges organizations face.
 Table of Contents
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Why Relationship Systems Intelligence Is Needed Now . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

A Definition of Relationship Systems Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 3

The Research That Paves the Way . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 4

The Five Principles of Relationship Systems Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 4

What Relationship Systems Intelligence Offers the Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

About CRR Global, Inc. and the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Notes .......................................................................................................... 7

Bibliography ............................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2 Relationship Systems Intelligence™ Transforming the Face of Leadership

Why Relationship Systems Intelligence™ egocentrism to ecocentrism.
Is Needed Now Given that, we require a new leadership model that
moves beyond the paradigm where everything starts
Being a leader in today’s complex world bears little
and stops with the leader only. No one person can know
resemblance to leadership of the past. The pace is
enough or do enough to lead a team this way. We need
faster, the stakes higher and the scope greater. Global
to explore ways leaders can engage with their teams
business operations are carried out across continents,
for maximum efficacy and lead at the speed of change.
time zones and cultures. One of the causal factors
speeding change is the degree of connectivity. Modern
technology has changed relationships on a global scale
A Definition of Relationship Systems
overnight. Currently everybody and everything is part Intelligence™
of a virtual, real-time network shrinking time, space
Relationship Systems Intelligence™ (RSI™) is the ability
and distance.
to reinterpret an individual’s own experience (and
A performance-driven, top-down leadership paradigm is that of others), as an expression of the system. The
no longer sufficiently quick and nimble to compete. The experience is both personal and belongs to the system.
pressure to innovate and create added value is constant. The RSI is the next evolution in the Intelligence field. In
amount and complexity of knowledge that an organization comparison to Emotional Intelligence (knowing me) and
must hold, manage and leverage is simultaneously growing Social Intelligence (knowing you and me), RSI focuses
at an explosive pace. Leaders need a new paradigm that on the relationship entity that exists among the humans
can offer the speed and scale required to adapt and thrive in that system (knowing “it” or the relationship itself).
in the face of constant change.
By accepting the existence, presence and intelligence
Adding to the external dynamics impinging on of the human system3 as a unique entity, attention is
organizations, a transformation is taking place from shifted from the individuals in a group to the system
the inside as the next generation of workers, the as a whole. As the individuals in the human system
Millennials, are making their mark and comprising a express themselves, they become voices of the team or
majority of the workforce. Digital natives accustomed organization to which they belong. Statements once
to nearly constant connectivity and feedback, they are perceived as personal opinions, are now viewed as
forcing previous generations to rethink how they will information about the system’s needs and state-of-being.
lead teams and organizations.
By listening to all the voices we can become sensitive
Mass collaboration, seeking diversity and having an and alert to the dynamics within and around the team
innovation-focus are no longer merely competitive environment. And if we listen very carefully, we can
advantages. They have become a matter of survival access the wisdom and information that is held by
for organizations. In this environment, 21st Century the Team Entity4 itself. Sometimes this information
International Skills1 become key factors, preparing and is different and separate from what is experienced
enabling the upcoming generations for success and by individual team members. The awareness of that
organizations for transformation. The through-lines of new information changes the team. Through repeated
these skills are: systems thinking, working creatively exposure to this emerging awareness, the Team Entity
together, collaboration across diversity and acting becomes conscious and sentient. Those leaders with a
with the larger community in mind2 . Subsequent high degree of RSI, can have a relationship with the
generations will (and some have already) adopt a Team Entity as well as the individuals on the team,
new mindset shifting their focus from “my needs” to enabling them to better navigate emerging currents.
“what the world needs.” In simpler terms shifting from This RSI principle moves leaders from working with

Relationship Systems Intelligence™ Transforming the Face of Leadership 3

 aggregates of individuals to a holistic systems approach. taking, enquiry for the whole rather than only self-
uger
The Research That Paves the Way
Relationship Systems Intelligence™ (RSI) is the
brainchild of Marita Fridjhon and Faith Fuller and its
application in leadership settings spearheaded by Anne
Rød (all of CRR Global, USA). It emerges from a web
of contemporary research in leadership, intelligence
and systems theory (among other schools of thought).
It is currently being leveraged in coaching and
advocacy, creating an equal focus on self and other8.
An atmosphere of buoyancy broadened people’s
creative thinking and action repertoire creating a
strong effect on overall performance9.

• Agazarian’s Theory of Living Human Systems and

Systems Centered Models explores how roles can be
swapped and changed within a system, linking roles
to the goal of the context. In other words, we need
to examine how roles can alter from one context
to the next depending on the functions need to be
consulting engagements and leadership development
fulfilled10.
in organizations across the world. Thousands of
executives, managers and team leaders have trained • Systems Intelligence, in which Saarinen points to
or been impacted by Organization and Relationship the capacity and potential of interactive humans
Systems work. This experience has shaped the concepts systems, where we are all contributing agents
in addition to the following research: instead of isolated individuals. Embedded in this is
the optimism for change combined with the potential
• Senge’s Systems Theory introduced the concept of
power of each moment. This allows for the sharing of
systems thinking to organizations. Enabling individuals
knowledge, harnessing the collective intelligence and
to see their part in the puzzle, creating awareness and
enabling the system to proactively create its future
encouraging responsibility outside of one’s own realm.
and opportunities11.
Senge maintains that understanding the systemic
nature of life awakens individuals to something “A system is a generative frame within which a subject
greater5. experiences her life as taking place. The system
moves, pushes, restricts conditions, encourages,
• Goleman’s work on Emotional and Social Intelligence
suggests, seduces, and commands: it seems to have
in which he maintains that there are three qualities
a will and voice of its own. There is no full knowing
a leader needs. The ability to interpret and manage
exactly what it is. Life is moved, pushed, restricted,
one’s own emotions in ways that are beneficial for
conditioned, encouraged and commanded by systems:
different situations. The capacity to read other’s
that is the existential set-up of my life as it takes
feelings and respond to them6. (This involves having
place.” ~ Saarinen12
an intuitive sense of how the social world works.) And
seeing the big picture and having a solid grasp of it. • Arnold Mindell’s Process Work has enabled us to
operationalize collective intelligence through the
• Collective Intelligence. The recent research of Malone
unfolding of signals within the relationship system.
and Woolley at MIT, Harvard reveals the importance
He also pioneered the concept and expression of Deep
of social sensitivity and how this capacity allows for
Democracy through his Deep Democracy Process
increased levels of contribution in a team system. By
work13.
“hearing all the voices” (an RSI principle) and allowing
the collective to create solutions, a team increases
its Collective Intelligence and enhances overall team
The Five Principles of Relationship Systems
performance7. Intelligence™
• Positivity Research by Losada and Heaphy identified To develop and apply both Collective and Systems
several factors that contribute to increased positivity Intelligence in teams and organizations we need to
in teams. These were shared responsibility, turn access and apply Relationship Systems Intelligence™.

4 Relationship Systems Intelligence™ Transforming the Face of Leadership

RSI has five key principles which shape what we believe, The information may be transmitted through verbal and
how we engage, and the “place from which we come.” non-verbal signals, as well as through the behaviors
Leaders who can embrace and live these principles are and actions of the individuals within the team. Having
better able to harness their team’s power. high RSI also means that team members are open to an
expression of a range of voices because they know it
Principle #1 Each Relationship System has its own is the system speaking. They are agile in reinterpreting
Unique Entity their personal experiences as systemic expressions;
Every relationship system forms its own powerful whatever happens within their relationship system is
identity, known as the Relationship (or Team) Entity. not just personal but also a voice of their team.
The concept of a separate Relationship Entity, with its As the Collective Intelligence research indicates, the
own characteristics, is what sets RSI apart from Social more input acquired from others, the more informed
or Emotional Intelligence. a team will be in its decision-making. While Deep
As soon as two or more people come together, a Democracy means that all voices need to be heard, not
Relationship Entity is created, intentionally or not. every voice is equal. Organizations do have hierarchies
The Relationship Entity is the web of connectivity and realistically the voice of the CEO probably has more
and interdependence among the individuals within influence than that of his/her administrative assistant.
the relationship system. It weaves in the uniqueness Similarly a team making an IT decision will give more
of each person to create a distinctive system with its credence to the opinion of the technical experts. Once
own identity and dynamic. The Relationship Entity has team members learn to listen to the voices of the system,
a presence with a voice and intelligence of its own, including that of the Team Entity, they understand the
needs and wants, able to interact with and impact power of alignment. This makes it possible for them to
its environment. It is a resilient energetic force that lean into the system’s inherent strength and collective
individuals in a relationship system can lean into and wisdom.
find strength in. Relationship Entities exist in every type
Principle #3 Relationship Systems Are Naturally
of system: couples, families, teams and organizations.
Intelligent, Generative and Creative
Principle #2 Every Member of a Relationship System This principle allows us to view change and disturbance
Is a Voice of the System of any kind as an ally, while trusting the Team Entity’s
Every member of the system is an information carrier resourcefulness to find its own answers. Conflict and
and Voice of the System (VOS). This principle is firmly chaos are seen as signals and messages by the Team
grounded in the definition of RSI that invites the Entity to co-create from rather than react to something
reinterpretation of the personal as an expression of new that is trying to happen.
the whole. In addition, it advocates for the practice The more RSI a team has, the more collectively
of Deep Democracy; the belief that the only way to intelligent, generative and creative it can be, paving
navigate team and organizational realities is to hear all the way for increased performance. These Relationship
the voices, even the unpopular ones. Deep Democracy System qualities remain present regardless of
is a practice which facilitates the full expression of the circumstances, even in disturbance and breakdown
team (Arnold Mindell). (like downsizing or going out of business). Teams and
Think of the team as a puzzle where every member organizational systems have natural life cycles, with a
is a piece. To reveal the picture of the overall team beginning, middle and end. When we understand and
experience every piece is needed. Each team member has accept this natural order it is easier to let go of one
critical information about the functioning of the team. stage and allow another one to begin.

Relationship Systems Intelligence™ Transforming the Face of Leadership 5

 The acceptance and inclusion of this principle allows Principle #5 Relationship Systems Are In a Constant
uger
the team members to lean into the Team Entity and
trust its inherent creativity and intelligence. This
transforms the team culture, enhances results, and
increases positivity.

Principle #4 Relationship Systems Rely on Roles for

their Organization and Execution of functions. Roles
belong to the system, not to the individuals that
inhabit the system

This principle requires the biggest mental shift in

State of Emergence, always in the process of
expressing their potential

This principle is critical to the phenomenon referred to

as the speed of change. It signifies modern society’s
increasingly shorter planning horizons and the required
flexibility to embrace and navigate change effectively.
Successful organizations are nimble and flexible in the
face of shifting tides.

Most people are adverse to change because they are

afraid of the unknown or of losing the status quo.
teaming and leadership focus as it asserts that every
Even the word “change” itself often creates resistance.
team member has the responsibility to hold a leadership
With RSI, the premise is to accept change as constant,
role on behalf of the system.
natural and inevitable and to co-create with and from
Every relationship system has its own functional and it. Leaders need to move away from the traditional
emotional needs that must be fulfilled through roles. unfreeze-change-freeze paradigm and encourage
Without assigned roles, the system can’t function. teams to embrace change as a natural and continuous
These roles may be “outer roles” like CEO, IT Manager, evolution necessary for survival.
and Intern or “inner roles” like peacekeeper, pot-stirrer,
Changes can be minute or comprehensive. Sometimes
and visionary. The outer roles fulfill structural functions
the changes come from outside, other times from
needed for the relationship system’s survival while
within. The need for change can surface through subtle
inner roles satisfy its emotional needs. It’s important
or explicit signals, indicating that something new is
for Leaders to identify which roles exist, both inner and
emerging. In a team these signals may be expressed
outer. If a person holding an inner role leaves the team,
through opposing views, or even conflicts. It is not the
someone else will inadvertently pick up and fulfill that
disagreement itself that constitutes a problem, but the
role because the system needs it. Being aware of this
style in which it occurs.
dynamic empowers a team to staff differently and
select new team members based on inner roles as well Constructive conflict provides creative heat, clears
as outer roles. away obstacles and provides opportunity for growth.
Toxic conflict styles can tear teams apart. Where
These roles belong to the relationship system, not
there are high RSI disagreements or conflicts are not
necessarily to the individuals that inhabit them. How
considered a problem, but are held as signals that
one person embodies a role can be very different from
change is needed. It is no longer about “who is doing
how another person embodies that same role. Personal
what to whom”, but focus is shifted to “what is trying
history, psychology, work style, maturity, etc. all impact to happen in our system”. In so doing the attention
how skillfully that individual inhabits that role. is on co-creating from what is emerging rather than
While Leadership is typically a designated outer role on reacting to a perceived attack.
a team (manager, director, VP), we hold that Leadership
is also an inner role that belongs to the whole system. What Relationship Systems Intelligence™
This can pose challenges for traditional leadership with Offers the Field
hierarchical control structures of resources and power.
New technology and a new generation of workers who Navigate Change Better
are used to shared influence and immediate connectivity, Because Relationship Systems Intelligence™ takes a
means that leadership with its corresponding power systemic view of all human interaction, it enables the
needs to be looked at in a new way. team members to see themselves as part of a larger

6 Relationship Systems Intelligence™ Transforming the Face of Leadership

system, creating an impact and being impacted on in positivity and innovation. RSI enables teams to use
a dynamic, interconnected flow. It combines a higher conflict in a constructive manner, harnessing the
view which enables us to leave judgment behind while creative potential of diversity while paving the way
leaning into the Team Entity and accessing its potential. for emerging change. Trust and interconnectedness are
The appreciation that all impacts are emotional ones created through meaningful and honest dialogue, which
reinforces the need for sophisticated competencies and can only be had when fear is absent. It is cemented by
skills in leadership and communication. RSI equips us trusting the positive intentions of one’s colleagues and
to navigate the tides of change and human interactions intentionally looking for these. Teams with a high level
more effectively and skillfully, and with greater benefit of trust are more likely to become top performers.
to the team systems we are part of. The result is high
Create a New Mental Model for Success
performance teams.
Relationship Systems Intelligence is a framework which
Optimize Team Potential leverages the interdependent relationships among
The capacity that will make the biggest difference in team members to support the collective potential of
a team’s effectiveness is the leader’s ability to relate the team. The development of RSI in a team system
to the team as a whole system rather than a group accelerates its creativity, connection and performance
of individuals. In order to develop a high performing leaving it with the edge needed to succeed in today’s
team, a leader and his/her team need to become dynamic business environment. It helps equip leaders,
aware, responsive, accountable, intentional and co- teams and organizations with a mental model and
responsible for the dynamics of the team system. The mindset to access the raw potential in a team allowing
leader will shift his/her focus from leading multiple its inherent intelligence and creativity to emerge.
team members on a 1:1 basis to leading the team as
a system. The leader knows that he/she is also part of About CRR Global
the team. By accessing information and wisdom from
CRR Global has been creating excellence in relationships
the Team Entity, a different collective intelligence is
of all kinds for 15 years and our mission is to “inspire
available capable of transforming a team’s potential.
and equip change agents who work with relationship
Fast Track Development systems.” Their flagship professional coach training
program, Organization and Relationship Systems
For teams and organizations to operate successfully
Coaching (ORSC), offers cutting edge training and tools
we must move away from the traditional top-down
for coaches and consultants globally. ORSC Certified
management model to more distributed forms of
Blue Ribbon coaches and consultants participate with
leadership. RSI enables distribution of the leadership
CRR Global to deliver coaching, consulting, in-house
role throughout the team/organization, evening out
training and design to organizations internationally.
the load, removing bottlenecks and avoiding leader
burnout. This fortifies the feeling of common goals
About the Authors
and helps draw upon the various skills available in the
team. Because it distributes leadership it is a fast track Faith Fuller PhD, PCC, ORSCC and Marita Fridjhon MSW,
to leadership development in the organization. PCC, ORSCC are co-founders of CRR Global, Inc. and
authors of the Organization and Relationship Systems
Increase Trust
Coaching™ Program. They have over thirty years-
Teams with high RSI show an elevated level of experience working with relationship systems including
interconnectedness that leads to a higher level of trust. teams, organizations, families, and community groups.
This in turn enables the team to create new and better Their training program is designed to foster excellence
ways of working together. It stimulates inspiration, in relationships of all kinds.

Relationship Systems Intelligence™ Transforming the Face of Leadership 7

 Anne Rød BA, MA, MCC, ORSCC, is an intercultural
uger 12. Saarinen & Hämäläinen, 2004
management consultant and executive team coach.
13. Arnold Mindell, Process Work Center, Portland Oregon
She is a sought after speaker and has published several
papers on Relationship Systems Intelligence and team
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development. Anne Rød is senior faculty with CRR
Global and delivers the program worldwide. Dutton, J. E. (2003). Energize your workplace: How to
create and sustain high-quality connections at work.
Notes San Francisco, CA: Jossey-Bass.

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pdf
function such as working in a team or organization.”

4. Team (or Relationship) Entity is a separate entity that

exists among the individuals within the relationship
system.

5. Senge, Scharmer, Jaworski, & Flowers, 2004

6. Goleman, 1998

7. Woolley et al , Science Magazine 2010, MIT Center

for Collective Intelligence

8. Losada, Heaphey 2004

9. Fredrickson 1998© Copyright 2014 CRR Global Inc.,

All rights reserved | RSI – Transforming the Face of Published 10th October 2014
Leadership 10 Copyright 2014
CRR Global Inc.
10. Agazarian & Gantt 2000
All rights reserved
11. Hämäläinen & Saarinen, 2007; Hämäläinen & US/Canada 866.435.5939
Saarinen, 2010 International 01.707.534.3239

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