Writings from the cellular to the whole
The Big Waves Journal
Why We Gossip About People at Work 1350 900 Brook Thorndycraft

Why We Gossip About People at Work

Leaders often try to get people to stop gossiping without a deeper understanding of what is driving the behaviour. Is there conflict that needs to be addressed? Are there systemic issues that people are upset about? Getting people to stop the behaviour is very hard if we are not addressing the root cause.

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Leading in High Pressure and in High Risk 1350 900 Brook Thorndycraft

Leading in High Pressure and in High Risk

Fear is a powerful emotion. It can change our judgement and decisions to be less aligned with our values and priorities. When leaders face pressure to make a decision, it’s important to find ways to get aligned with their purpose and the people they are responsible to.

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Permission to Lose Your Way 1800 1200 Brook Thorndycraft

Permission to Lose Your Way

The idea that people should be experts and should know how to fix things actually sets us up for more failure. There is no one right way to deal with complexity. And in fact, many of the best and most transformative ideas have come out of so-called mistakes, or “wrong turns” that brought us to beautiful clearings that we didn’t know existed. 

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There’s No Psychological Safety Without Equity 1125 750 Brook Thorndycraft

There’s No Psychological Safety Without Equity

You can either have a “psychologically safe” team that feels safe enough for interpersonal risk taking because people more or less agree with each other and share very similar identities and experiences, or you can strive for an equitable psychological safety in which everyone generally feels safe enough, most of the time, to really express the ways they are different.

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How to Be A Workplace Where People Learn and Grow 1200 800 Brook Thorndycraft

How to Be A Workplace Where People Learn and Grow

When an organization creates enough psychological safety to encourage learning, people are more likely to experiment, take risks, make mistakes they can learn from, and as a result, come up with innovative and unexpected solutions to complex problems. 

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Nine Tips for Giving Good Feedback in the Workplace 1800 1200 Brook Thorndycraft

Nine Tips for Giving Good Feedback in the Workplace

Feedback is very important. It is the way we learn, grow and become the people we want to be. Regular and supportive feedback helps people shift out of fear and experience it as an opportunity. You can create a workplace culture where feedback is welcomed, expected and part of the norm.

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When Anger Comes to Work With Us 900 600 Brook Thorndycraft

When Anger Comes to Work With Us

A psychologically safe and conflict capable workplace is one in which people are supported to express and receive anger (and other emotions) in ways that deepen understanding and help everyone make better and more equitable decisions, without creating an environment of fear and distrust.

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On Polarity: The Complexity of No Right Answer 1200 800 Brook Thorndycraft

On Polarity: The Complexity of No Right Answer

A polarity in conflict is a disagreement that is fundamentally unsolvable, because there is no clear right or wrong answer. A polarity becomes a conflict because people care deeply about the outcome, and their underlying ideas, values and beliefs pull them strongly to one side or the other. 

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How To Be A More Trauma Informed Workplace 1800 1200 Brook Thorndycraft

How To Be A More Trauma Informed Workplace

Trauma is very common in the workplace, and many workplace cultures make it worse or even create it. Learn tangible steps for building a trauma informed workplace culture that supports people’s safety, belonging and dignity.

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Why We Avoid Conflict in the Workplace 1200 800 Brook Thorndycraft

Why We Avoid Conflict in the Workplace

Conflict is unavoidable. It is a natural part of human interaction. When we try to avoid it, we usually make it worse. The best thing you can do to improve your team dynamic is develop your own capacity to engage in conflict, and support others to do the same. 

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What to do if “No One Wants to Work Anymore” 1800 1200 Brook Thorndycraft

What to do if “No One Wants to Work Anymore”

People are pushing back against the narrative about work that it is normal and expected to go above and beyond, stay late, commute an hour each way, and demonstrate excellence in everything. Many parents are no longer willing to miss a birthday or the school play because of a deadline. Leaders are having to catch up with this change to support engagement and healthy workplaces.

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How a Workplace Came Back Stronger from a Crisis 1800 1200 Brook Thorndycraft

How a Workplace Came Back Stronger from a Crisis

Andrew, Enviro’s Director of Operations, knew that something major needed to be done to support healing after a formal complaint of bullying and harassment led to an investigation. They needed a solution to the immediate crisis, but he had a bigger vision than that. He wanted to build a healthy workplace culture where people could collaborate respectfully, disagree constructively, and feel safe enough to learn from feedback. 

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