ORJI Cycle

The ORJI cycle (Schein, E H (1988), Process Consulting, (two volumes), Addison-Wesley, Wokingham) helps us think through our reactions to other's behaviour and also how others react to our behaviours. This really connected with my own experience.


I received some feedback that I looked bored in a meeting. The feedback had been passed to the Director of the organisation I was working in by another senior manager. They had arrived at the conclusion that I was not interested in my job. The Observation that I looked bored was accurate. The reaction was well concealed - I had no idea that people were thinking that. The judgment was wrong, the body language did not reflect my personal interest in my job. The manager's intervention was disappointing - instead of challenging me directly they went and accused me before the most senior director in my organisation.

I have learnt that everything I do leads to someone else reacting and judging me. Not everything leads to an intervention but some can and they may have severe consequences. Now I am working at trying to giving off the right signals through my body language, contribution, questions and tone.

I have also learnt that when I interpret my own observations I should consider how my reaction may start this cycle off all over again. I may need to reserve my reaction (eg. not gasping at what someone said), broadening the range of interpretation and therefore withholding judgment. I may want to clarify my understanding of what I have observed before I decide to make a judgment. When I'm sure about what I observed I should finalise my judgment and consider appropriate interventions.