“It’s not us, it’s them.”
As we know from Darwin’s theory of evolutionary psychology, we are hard-wired to identify with our own group and to quickly form negative ideas towards those who are not in our group. These tendencies inevitably play out at work and we often get caught up in the dynamic without realising it. As a way of coping, we create stories in our minds along the lines of, ‘We’re doing the right thing; it’s those other people who are the problem’. Working effectively across the matrix in companies (e.g. HQ and country affiliate; support functions and the business) is almost always a challenge and also an inevitable fact of life.
Two teams working in the same company with their own and often understandably competing aims leads to a sense of frustration about the other group, resulting in reduced engagement, and ultimately suboptimal performance. Taking a step back and bringing teams together to constructively address this issue in the presence of an external facilitator is both simple and fraught with risk if not managed well.
In my 30+ years’ experience as a psychologist and advisor, I have acted as an independent guide so that teams can strengthen their relationships and engage in the conversations and experiences they need in order to feel more connected and aligned.
The following principles can help:
· Agree on an important shared aspiration that inspires both groups
· Take the time to diagnose the real issues that are getting in the way
· Surface the unspoken individual and collective assumptions
· Listen for actionable insights for team members and the team as a whole
· Schedule regular check-ins for 3 months to sustain momentum
I work as an executive advisor, transformation facilitator and psychologist. In the context of change, I enjoy exploring the interplay between leaders and companies, drawing on insights from literature and science.
I post regularly about change and transitions, leaders and company culture.