"Whose idea was it anyway?" - The role of "Source" in organizations 
A brief introduction to the ideas on 'Source' of Peter Koenig (an Active Member of UIA), who has researched this concept for many years.
Projects. This article looks at the importance of identifying the starting point of an idea or project. Who was the original creator, the inventor, the initiator – the Source? Why do some projects simply not work? Why do we feel protective when it comes to sharing our ideas? How are hierarchies influenced? Why may teams be disrupted? Naming the source is not only important to creation of balance in teams, projects and organizations, but also in personal relationships, it is crucial. When I acknowledge the Source in someone else, we work better together and create fewer misunderstandings. If I feel and honour the Source in myself and follow its natural flow, I am more likely to succeed and to experience more well-being.
'Source' can be defined as a place or thing from which something arises or is obtained, or the place of origin of a stream or river, or as a supplier of information.
Any enterprise, project or event always goes back to a single Source: the person who gave life to an idea and was the first to take a chance in order to realise his vision. Even in instances where shared ownership is declared because 'we' had the idea together, closer investigation of the path of creation will always lead back to one particular person. This person, in the role of the Source, is not simply the person who had the idea, but the one who took the first risk and invested energy into its realization. As a result, the Source knows intuitively what the next steps are and will have strong reactions if these are not followed. If the Source is not acknowledged, the effects of this denial will be felt in the form of struggles for power and influence, and tension for all involved.
The role of others as supporters and helpers for the success of a project is important. The bigger the original vision brought into existence by the Source, the more likely it is that the Source will rely on others for realization of that vision. The helpers can take on all kinds of different roles, from translating the idea into concepts or tasks to assuming roles as 'sub-Sources' with responsibility for sub-projects.
Each helper can form a special connection to the project and become a central figure in the growth process, but the Source must be recognized as the point of origin and be free to balance the energy of the large project within which all the sub-projects are nested. The balance in the system will be disturbed if anyone unjustifiably claims ownership of the idea itself, and the whole will suffer.
Organizations and leadership
Every organization has a point of origin, there was a moment when the idea was conceived and someone gave shape to what was previously shapeless. However, identifying the Source may not always be as obvious as appears at first sight: the founding may be attributed to one person when in fact the driving force behind the endeavour is in fact someone else.
In older organizations the role of Source will have been passed on over several generations. It is important to recognize that in any existing organization, no matter the size, there must be a person now holding this key position or the organization would no longer exist. The question is: 'Who is it?' - not always the CEO or formal head. Identifying this person and acknowledging his or her role will quickly and easily dissolve power conflicts which are otherwise going to be present as a matter of course, eating up the organization's precious resources.
Passing on the role of Source from one person to another is possible, but is a ritual on an energetic level, and not the bureaucratic or legal act, as transmission depends on both parties being conscious of, and open to, the process. The person passing on the role of Source has to be aware of 'letting go', and the person receiving it must accept the function and honour the central values. There are tell-tale signs indicating that transfer has not truly occurred, such as that the new leader feels disconnected, is unsure about the next steps and has no vision, can not find his place or purpose in the organization, experiences power struggles with others or is not accepted as the new leader.
Only one person can fulfil the role of Source, and the final say on strategic decisions will be his or hers. It is important for the Source to be accepted as the one who senses most strongly what has to be done to further the project, and recognized as the channel through which information flows into the organization, transforming potential into reality. Failure of others to acknowledge the Source can result in a dictatorial approach attempting to impose authority, or in a weak and inefficient horizontal structure which does not achieve performance. Either of these unsatisfactory outcomes will lead to a departure of talented individuals from the organization: they would not care to be subject to a dictator or, on the other hand, to a situation where no progress is made because no decisions are taken.
The Source should recognize his or her own responsibility in the role of Source, and not be too modest or deny its power, so that it can be recognized by others. A Source that positions itself with a clear vision is an advantage for its environment and an attractive and charismatic partner.
Based on an article by Nadjeschda Taranczewski
Further information: http: //workwithsource. com