“Parallel Process in Organisations: What It Is and Why It Matters”
Organisations are living systems.
They breathe, react, adapt, and transmit emotional information — whether intentionally or not.
One of the most powerful and least understood forces shaping organisational behaviour is parallel process: a systemic phenomenon where the emotional and relational dynamics of one part of an organisation are unconsciously replicated in another.
Originally observed in psychotherapy, parallel process has become increasingly relevant in organisational psychology, leadership, and trauma-informed practice, particularly in environments experiencing chronic stress or dysfunction.
Defining Parallel Process in Organisations
Parallel process occurs when:
leadership behaviour is mirrored by teams
teams unintentionally recreate the dynamics they experience with management
employees replicate organisational patterns in their interactions with clients
communication habits echo across the system
dysfunction in one area is reproduced in others
In simple terms:
The system’s dynamics become the individual’s dynamics — and vice versa.
This creates repeating patterns across hierarchy, teams, and service delivery.
Why Traumatic and High-Stress Organisations Are Most Vulnerable
Parallel process is not random — it thrives in environments where:
psychological safety is low
communication is inconsistent
leadership is unpredictable
chronic stress is normalised
boundaries are unclear
accountability is reactive instead of proactive
emotional regulation is absent at the organisational level
These conditions lead employees to adopt survival-based behaviours that then ripple outward.
Examples:
Leader anxiety → team anxiety → client-facing anxiety
The emotional “tone” becomes embedded in the workflow.
Avoidant leadership → avoidant supervision → avoidant service delivery
Issues remain unaddressed across all levels.
Punitive culture → punitive interactions → defensive employees
Mistakes become threats instead of learning opportunities.
Parallel process is not caused by individuals — it is produced by systems.
How Parallel Process Shows Up
Common organisational manifestations include:
Reactive decision-making at every level
Micromanagement cascading downwards
Staff internalising blame or shame
Teams mirroring leadership conflict
Burnout becoming cultural rather than individual
Boundary violations becoming “the norm”
Client services reflecting internal dysfunction
High turnover replicated across teams
Parallel process is often the invisible mechanism behind “contagious” organisational behaviours.
Why Understanding Parallel Process Matters for Organisations
Because without this lens, organisations misdiagnose the problem.
Leaders often assume:
“We have a performance issue.”
“This team is difficult.”
“Staff aren’t resilient.”
“People just need more training.”
But if the organisation itself is modelling:
avoidance
fear
inconsistency
emotional volatility
control
confusion
Then employee behaviour is not resistance — it’s adaptation.
Recognising parallel process shifts the conversation from:
“Fix the person”
to
“Examine the system the person is adapting to.”
This is a foundational shift in trauma-informed organisational practice.
Interrupting Parallel Process: Evidence-Informed Strategies
To disrupt parallel process, organisations must address:
✔ Leadership modelling
Behaviour is contagious — for better or worse.
✔ Psychological safety
The antidote to fear-based replication.
✔ Reflective supervision
A space where staff can “debrief the system” rather than absorb it.
✔ Consistent communication
Clarity dissolves confusion — and confusion is a major driver of parallel replication.
✔ Trauma-informed organisational frameworks
(CHOICE, CHIME, SPICE, Sanctuary Model principles)
✔ Structural accountability
Not punitive; stabilising.
✔ Support for staff impacted by systemic stress
Counselling, coaching, EAP, reflective practice, safe escalation pathways.
When the system changes, the patterns change.
Culture shifts from survival to safety.
Conclusion
Parallel process reveals a fundamental truth:
Organisational behaviour is not static. It is transmitted, reinforced, and replicated — often unconsciously.
Understanding this phenomenon allows leaders, practitioners, and organisations to:
recognise systemic patterns
reduce harm
prevent burnout
improve culture
enhance client outcomes
create psychologically safe environments
Parallel process is not just an academic concept —
it’s a practical lens for understanding why organisations behave the way they do, and how they can change.
