The most easily graspable aspect of shapeshifter work we call translation. It can be defined as an effort to maintain the integrity of a signal against noise: reduce the likelihood that it will be incorrectly decoded or interpreted by different people in different contexts. But first: why?

An organisation involves coordinated effort. In turn, this requires communication. Tasks are assigned, done, tested, reviewed. Collective rules are set and reviewed. People tell each other what to do, or not to do, in general or for a specific project. They report on what was done, or what happened. Others act on the basis of those reports. Meanwhile, they communicate all sorts of relational and emotional messages about each other all the time, testing and evolving the social structure they belong to. All this happens in writing, verbally, non-linguistically, formally, informally, digitally, in-person, through all sorts of different channels.

We can describe all of those communication efforts in terms of signal and noise. People send out ‘messages’, through what they directly say, write, and share, but also through body language, tone, choice of medium, timing, context, etc. In turn, they also interpret what other people do and say as ‘messages’, i.e. turn them into instructions, information, meaning, etc.

All sorts of things constitute ‘noise’ that can reduce the clarity of the signal, until it is distorted or lost. This can be poor use of English, a typo, unfamiliar technical term, unfamiliar context, emotional stress, poor choice of channel, timing, form of address, etc. It can also be differences in skills, habits, culture, context, age, position, or temperament. As a result, signals can be lost or distorted – or noise interpreted as signal – affecting coordination on a specific task, ongoing process, and the quality of relationships.

Practically, misunderstandings can arise in two places:

• At encoding: a message is worded ambiguously, or not the right length, or contains an uncommon word, or badly timed, or the body language doesn’t match the intention.
• At decoding: the person doesn’t hear properly, they prefer visual processing but only receive verbal instructions. They’re tired when they read an email and miss a word. There’s a term they just don’t understand. Or someone’s facial features remind them of their caring mum, so that a warning is interpreted as praise.

Most organisations assume a quality of communication among their people that simply does not exist. We also do this as individuals: we often make the assumption that what we say is clear, and that what we understand to be happening and communicated is indeed correct. We’re often proven wrong. This is where shapeshifters intervene.

In essence, shapeshifters correct and reduce misunderstandings across all the people in the organisation, acting as a sort of universal translator, especially where stakes are high. They do this by listening out, reading, observing and talking to people across the organisation, the sector or the community. They lean on their experience and intuition to anticipate points of tension: two teams with different backgrounds or specialties that are likely to use the same words differently, a staff member with a strong accent, emotionally charged settings that affect cognitive capacity. They test for misunderstanding: what did one person intend, what did one person understand, what eventually happened. They’re also mindful and aware that messages may be overheard and shape ‘the context’ – including rumours, gossip and history.

In addition to ad hoc problem-solving, they can assist with:

• Strategic internal communication. They might be called upon (or take it upon themselves) to assist an executive in framing a message, an all-staff announcement, an important brief, a strategy session, or a report in ways that will resonate with the team.
• Operationalisation of strategy. Shapeshifters can typically move from the big picture to the details. This will allow them to translate a founder’s vision into operational language and an actionable set of activities or programs.
• Individual and team alignment. Shapeshifters can help align teams on a shared purpose and understanding their constraints. The will also help individuals all through the organisation articulate their own goals and values, and test how they align with the collective goals and values, to increase alignment and motivation. This is particularly valuable with executives, founders and boards.
• Systems and process improvement. They test if certain types of misunderstanding keep happening, and look for solutions. This can be personal – one-on-one coaching or suggestions for training activities. This can be interpersonal or collective – from mediation to workshops bringing up unspoken tensions or sources of misunderstanding. This can be systems improvement, like suggesting alternative meeting formats or channels of communication where problems keep occurring.
• Cultural coherence. Shapeshifters test the tensions and misalignments between what an organisation says it values and what it actually rewards, pays attention to, or ignores. On this basis, they can either target interventions to modify behaviour and practice in line with the desired culture, whether on the frontline or in the executive team. They may also review perceptions of the culture in line with behaviour and practice, to reduce dissonance. For instance, reconciling policy with observed behaviour, or proposing and socialising alternative narratives and metaphors. Noting that they may do this for the entire organisation, or part of it over which they have reach. ****
• Contextual awareness. Sometimes, misunderstandings arise from pure lack of knowledge or empathy. Executives don’t see what’s happening on the ground and why. People in a team or function don’t perceive the big picture, nor is it presented in a way they’re likely to understand. Shapeshifters may follow up, reword a statement, or ask a deliberate question or in meeting or conversation to increase awareness.

Their value becomes particularly visible in crisis, when communication breaks down, and they’re able to mediate or restore understanding. But their value lies more in avoiding crisis: by sensing, adapting, anticipating, they maintain flow where, otherwise, things might have come to a painful halt. By anticipate learning gaps or differences in worldviews, they reduce the number and intensity of conflicts based on misunderstandings – thus liberating energy and bandwidth for whatever genuine conflict of interests or material issues remain. In short, they reduce the structural cost and risk of coordination work.