Summer Newsletter 2017 - Flipbook - Page 6
Spotting the elephant
Some of the signs to look for are easier to spot than
others. The most obvious is where topics are
repeatedly avoided (because of fear or consequence),
when you believe they need discussion, and others
agree, but they never appear on the agenda. Issues
affecting the whole system might be alluded to or
referred to being addressed elsewhere, such as in
different meetings that you’re not privy to. Some
individuals may actively avoid speaking about ‘the
problem’, or speak to you or another colleague, but
subversively, secretly, and not openly. Such off the
table ‘corridor conversations’ may lead to some
believing that conversations have been had, or
decisions made, but without any governance to
support it. Perhaps the elephant is actively spoken
about, but in a style which feels pushy, conflictual or
bullying, where it’s made clear that the elephant is a
shared problem, when in fact it belongs to an
individual, an organisation or a system. Elephants can
come in all sizes, and can pop up unexpectedly.
Rarely, are they invited guests.
TIPS: What to do when this unwelcome visitor
makes an appearance?
•
Notice your emotional response to the
underlying dynamics of the meeting? Have you
noticed these feelings before with this group of
people, or elsewhere in a similar situation?
Can you discuss your views with a ‘safe’ other?
•
Ensure that good governance supports honest
and open dialogue (especially between groups)
otherwise the elephant can become
overwhelming.
•
In most cases, a mature and measured
approach to anticipating ‘elephants’ is helpful.
For example, in mergers and transactions an
initial session to ‘safely surface’ any issues
with legacy, relationships, fears and risks can
pay dividends in terms of the success of the
project avoiding later facilitation or arbitration.
Safely surfacing the elephant
Recognising that there is an issue that must be tackled
in your team, organisation or system can be lonely,
especially if it is not clear how you can escalate or the
environment is not conducive to raising concerns.
Having a strong sense of your own values and using
these as a moral compass is good practice. Identifying
others who will listen to your concerns and collaborate
with you in escalating them is also helpful. Crucially,
having good systems and processes for governance is
instrumental in ensuring that there is efficient
stewarding of challenging topics or concerns.
Perhaps you recognise that it is you that has become
the ‘elephant’ you have always avoided. You may be
feeling vulnerable, or shameful about an issue or
incident affecting your organisation? Avoidance of
anything that produces anxiety and discomfort is a
normal human response. But, feedback obtained
through activities such as 360 degree peer review,
informal reflective work, coaching and mentoring, can
be invaluable.
Gaining this level of recognition and acting upon it can
be a powerful and validating process, giving others
confidence in your ability to listen and will guide your
future development.
Who?
Me?...
Whether the elephant turns out to be you or your
organisation we can help your team members,
organisation or system to safely surface and address
blocks to progress and to ensure that good
governance and organisation development wraps
around whatever you are trying to achieve.
Steve is an Associate Director at Mental Health Strategies
and previously worked in senior leadership positions within
the NHS, including that of CEO. Steve specialises in
organisation and people development. Contact him at:
Steve.Trenchard@mentalhealthstrategies.co.uk
6