Clinton Spence

Reflections are about integration. This should be savoured and enjoyed. And there should be celebration! And more rewarding! This is essentially the “reconstruction” - where we emerge from the journey. Positive feelings help the reconstruction stick together in an authentic and warm-hearted way.

Popular belief is that this is the most difficult step, and if it is done wrong, major backwards steps will happen in regard to team cohesion. This is where our fear and clinging plays a huge role. We don’t want to get it wrong. The relieving truth is, we probably will get it wrong! And we will tumble around like baby lion cubs at play. This is fine! In actual fact, the wisest leaders will help initiate changes, then get out of the way, and let the lion cubs begin their journey of maturation, as a team, and as individuals. Leaders only need to prod them along occasionally. Rewarding each other is also helpful here.

Maybe our solutions can be achieved from activities away from the task at hand? Fun activities, bonding exercises, meditation, or even some heart-based (emotional) communing can alleviate the personal issues that aggravate conflict. We can even invite in outside experts to present topics, discussion, and activities. It is often in the place we least expect to find it, that we find the most profound solution. There is learning for everyone in this step. We can embrace the richness of the journey in finding the solution.

Once we have had individual dialogues and an open dialogue, it becomes more clear where the causes are. Maybe they lie within two differing opinions, which drive a war between sub-groups within a team. Maybe some people are more persuasive, and maybe some are more easily persuaded. A remedy may start to take shape. Maybe there are remedies for the team, maybe there are specific remedies for individuals or sub-groups. Maybe a mix of all of these.

If the conflict is serious enough, and if enough time can be prioritised, it would be helpful before having an open dialogue to have a conversation with each of the people involved in the conflict. In doing this, the aim is to understand possible fears and insecurities each team member may be bringing to the conflict. This gives us a broader perspective on why collaborative differences might be happening. It can guide us in having a more effective and healing open dialogue.

In acknowledging that issues arise, we are being more human-centered, and placing people before politics. This is essential if we are to develop any psychological safety in the workplace. This sort of safety promotes trust. That everyone’s viewpoint at work is valid and valuable, and that they should be able to exercise it with any team member, no matter what position they are in. However, with trust comes responsibility. It might even be important to workshop this. Stoic philosophy addresses “negative visualisation” - which is essentially a form of risk management. If we preempt what might go wrong within our work culture, we can lessen the effects of those things when they happen.