I’m constantly in group calls and community workshop - things go wrong sometimes. I’ve written about this topic a few times (signalling and tactics) because it’s so serious. Thanks to Scott Morris for being a frequent Lead De-escalator and my accountability buddy on this.
Here are some notes to myself on dealing with disruption with team roles - hope you find them useful!
Disruption can be a good thing or toxic to collaboration - to navigate that - it’s nice to have some help. Even the most well-intentioned groups can face disruptions that threaten their cohesion and productivity. Understanding and managing these disruptions with a coordinated team approach can significantly enhance group dynamics. I think the roles below are something that can be shared publicly (written on the wall) and a group can assign these at the beginning of a meeting - but it’s great to be prepared and even trained! I also know that I myself can be disruptive - overly passionate, talk too much or loud or be emotionally be tone deaf - so these roles are there to help me not destroy cohesion as much as encourage cooperation in others.
We’ll start with the roles - Lead De-escalator, Support Person, and Observer. Then we’ll get into 10 ten specific scenarios as examples. These roles, when executed effectively, can help maintain a respectful and productive environment.
The Roles
1. Lead De-escalator:
Takes the primary role in addressing disruptive behavior.
Uses calm, respectful language to de-escalate the situation.
Encourages constructive dialogue and sets clear boundaries.
2. Support Person:
Provides non-verbal and verbal reinforcement of the Lead De-escalator’s efforts.
Shows empathy and support to both the disruptor and the group.
Prepares to assist further if the situation escalates or if additional support is needed.
3. Observer:
Monitors the overall group dynamics and the reactions of the disruptor and others.
Ensures the environment remains calm and productive.
Ready to step in or signal for additional help if the situation escalates.
Ten Specific Scenarios and Responses
Scenario 1: Bob starts talking over someone
Lead De-escalator: "Bob, I appreciate your input, but let's give everyone a chance to speak."
Support Person: Maintain presence, nod in agreement with Lead, prepare to support further if needed.
Observer: Monitor Bob's reaction, ready to step in if he continues to be disruptive.
Scenario 2: Sally talks too long
Lead De-escalator: "Sally, your points are valuable. Can we summarize quickly so others can share?"
Support Person: Gently remind the group of time limits and encourage concise contributions.
Observer: Observe Sally's reaction, ensure other members remain engaged and patient.
Scenario 3: Sue casts shame on Jim
Lead De-escalator: "Sue, let's keep our feedback constructive and respectful. Jim, how do you feel about this?"
Support Person: Provide non-verbal support to Jim, showing empathy. Prepare to assist Jim if needed.
Observer: Watch Sue's body language for further signs of aggression, ready to intervene.
Scenario 4: Joe uses categorical accusations
Lead De-escalator: "Joe, let's avoid generalizations. Can you provide specific examples?"
Support Person: Reinforce the need for specific, constructive feedback. Show support to the accused.
Observer: Observe the group's overall reaction and ensure the environment remains calm.
Scenario 5: Tom interrupts frequently
Lead De-escalator: "Tom, please hold your thoughts until others have finished speaking."
Support Person: Support group dynamics by encouraging others to speak. Nod in agreement with Lead.
Observer: Monitor Tom's behavior, ensuring he respects the turn-taking.
Scenario 6: Lisa makes irrelevant comments
Lead De-escalator: "Lisa, let's focus on the topic at hand. We can discuss that later if needed."
Support Person: Gently steer the conversation back to the agenda. Prepare to provide further guidance.
Observer: Watch for signs of frustration or disengagement from other group members.
Scenario 7: Mark becomes defensive
Lead De-escalator: "Mark, I understand this is important to you. Let's explore it constructively."
Support Person: Show empathy towards Mark, validate his feelings while guiding back to constructive dialogue.
Observer: Ensure Mark doesn't feel isolated, observe for escalation.
Scenario 8: Karen monopolizes the discussion
Lead De-escalator: "Karen, thank you for your insights. Let's hear from others now."
Support Person: Encourage quieter members to share their thoughts. Support equitable participation.
Observer: Monitor Karen's response, ensuring she doesn't dominate further.
Scenario 9: David dismisses others' ideas
Lead De-escalator: "David, let's respect everyone's contributions. Can we find common ground?"
Support Person: Reinforce the importance of listening and valuing all ideas. Show solidarity with Lead.
Observer: Observe David's body language for further dismissive behavior.
Scenario 10: Emily shows passive-aggressive behavior
Lead De-escalator: "Emily, if something is bothering you, let's address it directly."
Support Person: Provide support to the group by maintaining a positive, inclusive atmosphere.
Observer: Watch Emily's reaction closely, ready to step in if her behavior continues.
Managing disruptions in group activities can sometimes require a strategic and collective approach. Instead of leaving everything up to a single facilitator or folks in the room that are upset ….. by assigning specific roles—Lead De-escalator, Support Person, and Observer—teams can effectively handle disruptive behaviors while maintaining a respectful and productive environment. Each role plays a critical part in ensuring that the group remains cohesive and focused, ultimately fostering a more harmonious and effective collaborative experience.
It’s not always easy - Deep breaths - yes we can all work together …. .
…..
Tx Will - valuable guide. Everyone working in community are faced with these challenges, sometimes more often than not.
Thank you. This is very relevant! Many of these scenarios can't happen in the shamanic Talking circles. If you are interested in the process, they are mentioned in the flowing share: https://nadimregen.medium.com/sacred-power-the-creative-tension-between-order-and-chaos-f509cc1b9603