Critical situations in the management team
All management teams will sooner or later face moments where what happens can have major consequences for trust, collaboration and direction. These are critical situations—not necessarily dramatic crises, but moments marked by high complexity, strong emotions, differing interests and uncertainties, in which what is said or done—or not done—can shape the culture and development of the team for a long time to come.
A critical situation in a leadership team is a point at which decisions, actions -- or lack of action -- can have a significant impact on the trust, effectiveness, and direction of the group. Such situations often arise when clear leadership, shared values and a minimum of security and transparency are needed to move forward.
Research shows that the way teams deal with such situations is critical to their development and performance. Amy Edmondson (1999, 2018) introduced the concept of psychological reassurance - the experience that it is safe to take interpersonal risks, ask questions, admit mistakes, and show vulnerability, without fear of negative consequences. Teams with high psychological security learn more, collaborate better, and perform stronger over time.
But how do we create such peace of mind in practice — especially when it's stormy? Here are some of the key situations that challenge and shape the culture of a management team - and how we can concretely deal with them in everyday life.
When someone makes a mistake
Mistakes can feel threatening, but in psychologically safe teams they are seen as learning opportunities. A confident leader thanks for the openness and asks, “What can we learn from this?” This forms the basis for a culture of learning (Edmondson, 2018).
Here's how you can practice it in your everyday life:
- Establish the rule “We talk about failure to learn—not to blame.”
- Talk about mistakes in the weekly meeting: What did we learn last week?
- Managers should be the first to say “It was my fault -- here's what I take with me.”
When someone disagrees
Disagreement can create tension, but is also a sign of commitment and independence. When we challenge ideas — not people — both decisions and team feeling are strengthened (Lencioni, 2002).
Here's how you can practice it in your everyday life:
- Introduce the rule “Disagreement is welcome -- we challenge the idea, not the person.”
- Practice saying “I see it differently -- can I share how I think?”
- Make room in the meetings for alternative proposals before you conclude.
When feedback is given or received
Feedback can seem threatening if the culture is not safe. With the right language and structure, it becomes a gift for development (London & Smither, 2002).
Here's how you can practice it in your everyday life:
- Use the structure “I appreciate...” and “I wonder if...”
- Prepare each other for feedback to be part of everyday life -- not the exception.
- Have regular rounds of reflection with the question: “What could I have done differently?”
When Someone Shows Vulnerability
Admitting that you don't know or need help requires courage. In safe teams, vulnerability is met with respect and support—not silence or laughter (Brown, 2012).
Here's how you can practice it in your everyday life:
- Recognize and thank when someone shows vulnerability -- it builds culture.
- Introduce the rule “It's okay not to know -- asking for help is a strength.”
- Start your weekly meeting with the question, “Is there anything anyone needs help with right now?”
When the team faces uncertainty and change
Uncertainty can lead to silence and speculation. Leaders who share honestly — even about what they don't know — build trust and community (Kotter, 2012).
Here's how you can practice it in your everyday life:
- Share information on an ongoing basis — even when you don't have the full picture.
- Encourage questions and reflection about changes in meeting agendas.
- Repeat the rule: “We talk openly about what we don't know -- and keep each other updated.”
When the team is diverse
Age, gender, culture and academic background influence how we interpret and express ourselves. Diversity is a strength—but it requires active effort to build understanding (Edmondson & Harvey, 2017).
Here's how you can practice it in your everyday life:
- Use the rule “We assume good intentions - and ask when we do not understand.”
- Leave room in the meeting to ask, “What does this look like from your experience?”
- Leaders should be models of curiosity and humility.
When Someone Challenges the Norms
New ideas and proposals outside the box can arouse resistance. But if the team manages to be curious before considering, it opens up innovation and momentum.
Here's how you can practice it in your everyday life:
- Create a culture where new proposals are met with “Tell more” instead of “It won't work.”
- Use the rule “New ideas are valuable -- we explore before we consider.”
- End the meeting with the question: “Is there anything we haven't thought about yet?”
When interests crash
Conflicts in teams are inevitable. What counts is how they are handled. Facing disagreement with openness, structure and respect makes conflicts a source of development (Lencioni, 2002).
Here's how you can practice it in your everyday life:
- Have a common rule: “We handle tensions head-on -- with respect and transparency.”
- Use structure when tensions arise: let everyone share their experience without interruption.
- Focus on needs and interests, not just requirements and positions.
From words to actions, every day
Psychological safety is not created by great posters or nice words - but by what we do every day. A good start is to formulate some simple driving rules jointly. Talk about what they mean in practice. Practice them. Bring them back regularly, especially when it's stormy.
Feel free to create a set of your own “team rules” and integrate them into meetings, projects and conversations. When the rules are repeated, practiced and owned by the team themselves, they become a natural part of the culture.
When everything is really at stake
It is in those demanding moments - when someone shows vulnerability, makes a mistake, or challenges the established that culture is tested. That's when trust is built. Or it breaks. The safer the team is, the better it handles those moments. And the more you practice in your everyday life, the better equipped you are when it really matters.
References:
Edmondson, A. (1999, 2018): Psychological Safety and Learning Behavior in Work Teams.
Lencioni, P. (2002): The Five Dysfunctions of a Team.
Brown, B. (2012): Daring Greatly.
London, M. & Smither, J. W. (2002): Feedback Orientation and Culture.
Kotter, J. P. (2012): Leading Change.
Edmondson, A. & Harvey, J.-F. (2017): Extreme Teaming.
