States of flow emerge naturally in the presence of a clear [[The Jetstream#The Flight Plan|flight plan]] that channels group energy towards a common goal. In order to sustain these flow states, we must proactively and continually address and integrate unconscious [[Fantasyland#Shadow Dynamics|Shadow Dynamics]] that divert energy into organizational entropy and ineffectiveness. Working with Shadow Dynamics involves developing increased clarity about our own inner landscape. By learning to attune to our [[Orienting & Navigating|feeling tone]] and discern the task-orientation of our emotions, we gain a powerful compass for understanding whether the group is on task or off. Through [[Orienting & Navigating#Think, Then Feel Your Way Back|think-then-feel]], we develop our capacity to deftly steer the group back to flow when it falls off task. Over and over, we watch as energy drifts away, and we gently pull it back into focus. ## Organizational Mindfulness In this way, Group Flow can be understood as an organizational mindfulness practice. Just as individual mindfulness involves cultivating awareness of one's inner experience and learning to skillfully direct attention, organizational mindfulness entails developing a collective awareness of inner experience in order to skillfully direct group energy. Meditation teacher [Shinzen Young](https://www.shinzen.org/) defines mindfulness[^1] as a combination of three core attentional skills. 1. **Concentration** The capacity to direct and sustain our attention towards a chosen object. 2. **Clarity** The ability to vividly perceive and distinguish between the components of one's sensory experience. 3. **Equanimity** A state of non-resistance in which we're able to be present with whatever is arising in our experience without pushing or pulling. In group flow, we apply each of these core skills at the group level. 1. **Concentration** We concentrate the energy of the group and channel it towards a primary objective. Through practices like think-then-feel, and by continually refining our flight plan, we strengthen our concentration power at the group level, allowing us to more effectively channel energy towards our goals. 2. **Clarity** We develop clarity in order to discern feeling tone and untangle it from task orientation. We use this clarity to determine whether our energy is oriented towards the primary objective or pulled off task by Shadow Dynamics. 3. **Equanimity** We develop equanimity with whatever arises in the group. Rather than judging, resisting or getting swept away by Shadow Dynamics, we recognize them as natural, inevitable features of group life. By cultivating equanimity, we can stay grounded as we skillfully address the causes of Shadow Dynamics rather than reacting to their manifestations. With practice, the process of clearly perceiving our moment-to-moment feeling tone, and using the information we receive to make adjustments in order to refocus the group becomes almost automatic. The very presence of a feeling tone that is not task oriented kicks off the process of think then feel which guides us back to task. But the real magic happens when this capacity is scaled to the collective level. When everyone in the group is engaged in this practice, we create a distributed network of awareness and course-correction. We catch each other when we stumble and guide each other home we when veer off course. In this way, the group develops a robust immune system against unproductive patterns, allowing it to avoid organizational entropy and channel its energy more effectively towards its primary objective at scale. This requires a fundamental shift in how we understand our roles and responsibilities in group work. Staying on task is not just the domain of formal leaders, but a key part of everyone's role. Followership becomes as critical a skill as leadership, and a core aspect of effective followership is helping to keep the leader aligned and accountable to the group's mission. In an ideal scenario, every individual has a deep, embodied understanding of the group's primary objective and sees their role as actively contributing to that objective, not just completing assigned tasks. This empowers individuals to become self-authorizing, constantly assessing whether their current tasks are the best way to advance the collective goal and, if not, proactively escalating concerns and investigating alternatives. Of course, this is a highly dynamic process. The group's Flight Plan is always evolving, especially in fast-growing organizations. Tasks are constantly being completed or reprioritized, the primary objective changes from quarter to quarter, and even mission, vision, and values undergo periodic adjustments. Systems, processes, and structures that served the group at one stage may quickly become outdated as the scale and complexity of the work changes. As such, we must continuously evaluate, tear down and rebuild our ways of working together. The map and practice of Group Flow provide a stable framework amidst this constant change, helping us navigate the challenges of growth and adaptation. Practicing Group Flow effectively requires a high level of group emotional intelligence, but the rewards are well worth the effort. By developing our capacity for organizational mindfulness, we not only unlock greater productivity and effectiveness but also cultivate a deeper sense of individual fulfillment and connection. Ultimately, this practice leads to a figure-ground shift in how we understand the nature of group work. We recognize that our internal work and our external work are not separate, but two sides of the same coin. By working on ourselves, we become more effective at working with others. And by developing the skills for effective group coordination, we simultaneously transform ourselves. In this way, the transformation of the group and the transformation of the individuals within it reveal themselves to be one and the same process. As we shift the patterns and dynamics of the group, we are also evolving our own consciousness. And as we change ourselves, we become more effective at driving change within the groups and systems we are a part of. This is the deeper invitation of Group Flow—to step into a new paradigm of group work that honors the fullness and complexity of our humanity while unleashing our collective creative potential. It is a journey of both inner and outer transformation, with the potential to reshape our organizations, our communities, and our world from the inside out. [^1]: If you're interested in learning more about mindfulness, I highly recommend Shinzen Young's book [The Science Of Enlightenment](https://www.amazon.com/Science-Enlightenment-How-Meditation-Works/dp/1591794609), and [the articles](https://www.shinzen.org/resources/) on his website, especially ["What is Mindfulness"](https://www.shinzen.org/wp-content/uploads/2016/08/WhatIsMindfulness_SY_Public_ver1.5.pdf). If you're interested in developing or deepening your meditation practice, a great starting point is an app called [Brightmind](https://www.brightmind.com/), which was created by one of Shinzen's students.