Why ORSC™?



We all live as part of relationships and are influenced by those relationships. Therefore, the need to solve problems in relationships or to make good relationships work even better, will never disappear from our lives. On the contrary, in today’s increasingly complex and fast-paced world, this need is greater than ever. Organization & Relationship Systems Coaching (ORSC™) was developed and evolved to respond to this needs.


O=Organization &

“systems” is used here to assume all relationships established between two or more people. Specifically, it envisions a wide range of relationships, from business relationships such as corporations and organizations, teams, managers and subordinates, to close relationships between families and couples, or parents and their children, and, moreover, a wider relationships such as local communities. From this perspective, ORSC™ = Systems Coaching goes beyond the conventional coaching and can be considered as “relationship systems work™” in a broader sense.

  • Conventional coaching

  • Systems Coaching®

There is a big difference between coaching a group of individuals and coaching relationships.

    • Making a significant contribution to “the awareness and development of individuals” through “dialog and questions”.
    • Experiencing “teamwork” as a result of “outdoor activities” and “project work”.
    • To help “a group of individuals with different personalities and strengths” to “develop at once as a team” through “theoretical education, exercises and dialog”.
      To work directly on “the relationships itself” between the entire parties involved.

  • 01

    The ability to coach teams to be self-aware and self-sufficient

    Acquiring knowledge (ORSC™ model, approach, theory) and more than 40 tools and skills relating to organizations and relationships as a systems coach allows you to support the autonomy and self-sufficiency of a team.

    Coaches, facilitators, and consultants etc.

  • 02

    The ability to directly address underlying

    Developing Relationship Systems Intelligence™ (RSI), the ability to interpret and harness “the voices within an organization and its relationships”, allows you to directly address the underlying emotions behind intractable human relationships and the organization as a whole.

    Coaches, facilitators, and consultants etc.

  • 03

    Ability to find breakthroughs in
    solving team problems

    Thinking of relationships between multiple people as an ecosystem will allow you to consider what is occurring in the present system in order to make breakthroughs and resolve problems.

    On-site leaders and project heads etc.

  • 04

    The ability to support change and
    innovation in individuals and organizations

    Encouraging individuals and organizations to recognize their own strengths, challenges, and potential allows them to solidify desired outcomes and leads to essential changes and innovation on both an individual and organizational level.

    On-site leaders and project heads etc.

  • 05

    The ability to take the lead while
    listening to diverse voices and opinions

    Thinking based on the idea of Deep Democracy allows you to lead a space where diversity is accepted in a broad, pervasive way, where opinions from various perspectives and roles and voices that had been suppressed are listened to.

    Facilitators, teachers and community leaders

  • 06

    The ability to develop the approach
    and mentality of a leader and coach

    Gaining awareness of how your approach and attitude impact on the system allows you to consciously tailor your methodology to achieve the desired effect.

    Sales managers, leaders,
    and external professionals etc.

Participants in the ORSC™ Program represent a broad range of positions, from experts and leaders in their respective fields, such as professional coaches, HR personnel and personnel responsible for organizational development to sports coaches, counselors, sales managers, consultants, on-site leaders and executives.
In recent years, ORSC™ has gradually become more widespread within Japanese society and is being adopted in areas such as NPOs, medical and social welfare.

  • CASE01

    A human resources manager who wants to build a better organization


    (Human Resources Business Partner)

    • Organization

      Major medical manufacturer
      in Japan

    • Team

      HR Department, General Sales

    • Role

      Support for management, human resource development and the overall personnel system within the organization

    A human resources manager
    who wants to build a better organization

    Backgrounds for attending ORSC™ Program
    Sales department and division managers had been telling me that they wanted to change the culture of the organization for several years. At the same time, we introduced various training programs with the aim of achieving this change, including leadership and coaching. Despite these efforts, participants tended to be largely passive. In addition, in the face of constant organizational changes, we as an HR department were caught in the dilemma of knowing that we must also evolve whilst facing up to the difficulties involved in changing an old structure. That was when I applied to ORSC™, because I felt that its approach to coaching treats an organization like a living entity was well-adapted to an industry that affects the lives of people.
    Changes after the program
    By using the skills and tools that I learned on the ORSC™ Program when dealing with the sales team, we were able to begin addressing the underlying issues that had never surfaced over months of dialog up to that point. I was impressed when I witnessed that they were consciously trying to make changes to their behavior and relationships that had been causing tensions. I also recognized a change in myself as I went from sometimes wanting to turn away from negative opinions when people spoke honestly to being able to face them without hesitation. In addition, in processes related to organizations and teams, I have become less reluctant to face changes within teams as I experience to feel like organizations and teams as living organisms on so many occasions.
  • CASE02

    A field manager promoting agile development



    • Organization

      IT Company
      Number of employees: 8,000

    • Team

      Development department

    • Role

      Management of development team members

    A field manager promoting agile

    Backgrounds for attending ORSC™ Program
    In recent years, we have been promoting agile development in our company, and our work now proceeds with a greater sense of speed than ever before. While there were teams that have been able to work smoothly, relationships in other teams had become more toxic. In some cases, relationships became fractured to the point of angry exchanges and the number of employees on leave was gradually increasing. One-on-one interviews were also introduced, and although each individual person had excellent qualities and everything they said made sense, I didn’t feel that everyone was working with the same mindset or that they were moving forward together as a team.
    Changes after the program
    Before taking part in the program, if I felt that something wasn’t right during a meeting or discussion, there were times when I wasn’t able to vocalize it. However, when I became able to put those feelings into words, I saw other people react and vocalize their own feelings. In addition, team members have also started to become aware of creating an atmosphere within the team and to consider aspects that affect the perspective of those around them, such as the kind of work people are doing and their current situation, when making comments.
    It was also very helpful in developing my own leadership. For example, in the team I was involved with, I became able to separate my position as a manager and as an individual when speaking, even to people who are older than me or former managers. This has helped me to feel more comfortable at work. The management team has started to ask for my opinion, and there are more and more occasions I have to summarize the voices in my team and convey them to upper management as my own opinion. It has been very challenging for me, but studying ORSC™ made me capable to communicate while valuing my own approach. I realized that each of these elements is very important for my development, and it gave me the opportunity to gain a fuller understanding of myself.
  • CASE03

    A provider of executive coaching and management consultancy


    Representative of a management consulting firm

    • Organization

      Management consulting firm Number of employees: 10

    • Team

      Corporate clients
      (mainly managers)

    • Role


    A provider of executive coaching
    and management consultancy

    Backgrounds for attending ORSC™ Program
    Over ten years in management consulting, I have provided consultation to various companies with a focus on management strategies. In recent years, I have studied one-on-one coaching in earnest and now also provide support for managers through services such as executive coaching. However, many managers continued to express concerns that their employees tended to be passive and did not act on their own. I started to wonder if it was possible to build organizations that can think and act spontaneously. It was then that a manager who was one of my client introduced me the ORSC™ Program. I applied because the idea of coaching an organization appealed to me.
    Changes after the program
    The most shocking thing for me after I started learning the course was the realization that I had been unconsciously approaching my clients with the belief that their organization has some kind of problem. At the same time, while studying and continually practicing the elements of the ORSC™ Program, I had many opportunities to recognize the fact that organizations have inherent intelligence and productive capabilities. This was a value that had always been important to me, and I was able to learn about and gain a deep understanding of my experience up to that point. In addition, my executive coaching sessions became more about relationships and connections as people, rather than being a conversation between managers. We are now able to discuss on a more fundamental level and engage in deeper dialog than ever.

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