Organisational change is happening at a scale & pace we've rarely seen previously in the health & care sector. It is stirring up profound anxiety within teams. For leaders, understanding the powerful psychological undercurrents at play in driving group behaviour in times of change is as least as critical as managing the operational aspects of transition. How do we do lead this change process with our teams in evidence-informed ways? @heidipsychology suggests following a process based on Bion’s group dynamic theory. Bion sets out 3 typical behaviours—dependency, fight-flight, & pairing – that block teams from moving forward. "Dependency" means over-reliance on leadership for answers, leaving team members passive & hesitant to act. "Fight-flight" manifests in blaming, conflict, or withdrawal from the challenge at hand. "Pairing" leads to an expectation that a “saviour” or magical solution will emerge to solve the group’s problems, neglecting participation & collaboration in the team. Bion’s insights can help us move beyond managing tasks to working with meaning & emotion. This can significantly reduce group anxiety during organisational change. Here’s what leaders might do, based on Bion’s framework: •Don’t suppress anxiety but recognise the undercurrents of the group •Openly discuss the dynamics of the team & facilitate dialogue •Set clear goals, expectations & boundaries, reducing uncertainty fuelled anxiety •Build trust by communicating transparently •Encourage participation & ownership, encouraging people to take initiative •Engage the wider group in problem-solving & decision-making •Model emotional stability & help “hold” the team’s anxiety •Encourage group reflection & diverse perspectives & discourage “groupthink” An overview of Bion’s theory: psychologyfanatic.com/bions-… By @FLsociety Another superb graphic from @heidipsychology.