Team conflict and disruption are inevitable features of organisational life. Every team, given sufficient time and sufficient challenge, will experience periods of significant tension, breakdown in communication, failure in collaboration or damage to the trust that holds it together. The question is not whether these experiences occur but what the team and its organisation do in response. Most teams do not repair spontaneously. Left without structured intervention, they devel

The first six months of a team's life are almost always harder than they look from the outside. The optimism and energy that typically accompany a new team formation collide, relatively quickly, with the harder realities of working with people whose assumptions, preferences and working styles are genuinely different from one's own. What happens in that collision determines, to a significant degree, whether the team develops into something high-performing or settles into a pat

Psychological safety has become one of the most referenced concepts in organisational development since Amy Edmondson's landmark research at Harvard Business School identified it as the single most important factor in team effectiveness. Google's Project Aristotle, which analysed hundreds of internal teams to identify what distinguished the highest-performing ones, reached the same conclusion: psychological safety was the primary determinant of team success, outweighing the t