‘How can we make the snakes feel safe?’
The power of metaphor. Last week I worked with a group of trauma-informed practice experts. We were thinking about leading and influencing change in dynamically-complex relational systems such as teams and organisations. I shared the image of a snakes-and-ladders game board as a way both of depicting the realities of such change experiences and as a way of managing expectations. Whilst playing with possible meanings for the snakes, the ladders and the game as a whole, we explored how, at times, those people or groups we may view as passive, blocking or undermining vis a vis our own plans may be acting out of anxiety.
I was reminded of Richard Young’s two key questions in the organisation development (OD) arena: ‘Where's the power and how is it exercised?’ ‘Where's the anxiety and how does it manifest itself?’ In my experience, we may discover anxiety in all dimensions of human systems. Take, for instance, the leader who is feeling pressured by multiple tasks and demands and worried that the well-meaning initiative you are proposing will be the straw that breaks the camel’s back. Or the team member who is worried that the change you are advocating will increase her responsibilities and leave her feeling inadequate, deskilled or exhausted.
I worked with a new senior leader who, in our monthly meetings, would ask me lots of very detailed financial questions. I found it time-consuming and stressful because, although I felt confident in managing my budget, I wasn’t used to reporting at such micro levels. Over time, I began to wonder if I might inadvertently have started to represent a snake in his system…and he in mine. At our next meeting, I asked what he would need from me to give him sufficient trust and confidence in my financial management that I wouldn’t need to report like this in subsequent months. He said: ‘If you were to report using financial language.’
I discovered that, as a Finance Director by background and accountable for my area at Executive level, my limited use of financial language had evoked anxiety in him that I may not have a grip on my team’s finances. I spoke with Finance, expanded my lexicon, reported briefly using his language at the next meeting – and we never returned to micro detail again. The principle here was to approach the person and the issue in an open spirit of curiosity, explore respective needs, identify tangible solutions, and apply them to practice. We both transformed from snakes into ladders and our relationship grew from strength to strength.
I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch!
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