Deborah, an administrator at the hospital that Patrick commands, cuts in. “I’ve been uncomfortable all morning,” she says. “I kept wishing Edie would intervene. But she held back. She had the confidence to let things get really messy.”
Edie asks, “And what does that teach you?”
“It teaches me that being a leader doesn’t mean avoiding the mess of conflict, but helping people learn from the mess.” She beams. “This is why I came here today!”
Patrick nods. “I think I could say that too.”
It’s a typical Seashore moment — a small thing, as Edie might say, but also a big thing. Her patience in waiting for the right moment to intervene, and her skill in helping the group members see themselves as an outsider would see them, have led to a breakthrough. Suddenly, people like Patrick and Deborah recognize how their habitual ways of speaking and acting shape their relationships with co-workers, and thus set the direction of their overall workplace.
This type of experience is the primary building block of group awareness. It feels surprising when it happens: Participants sometimes refer to it as the “big aha.” But in fact it is the intentional result of a refined set of practices used to make interventions in groups. For more than 50 years, Edie and Charlie Seashore have been developing and honing the subtle art of helping people learn from difficult conversations. They are pioneers in, teachers of, and probably the most influential living advocates for the art of the breakthrough moment. Productivity and creativity in the workplace, in their view, occur when members of a group or team wade together into the muck of confusion and unspoken assumptions in order to surface concerns and conflicts that get glossed over in the rush of daily life.
“Organizations can’t change unless people change,” Edie explained not long after the workshop, “and the most efficient and powerful way to help people change is in small groups. You can affect the whole system if you work with the group.”
The design of virtually every prominent effort in recent decades to make organizations more productive — organizational development, the famous GE Work-Out program, high-performance teams, 360-degree evaluations, diversity awareness, the recent management interest in peer coaching — can be traced back to this fundamental insight. There are, of course, hundreds of people who have experimented with small groups and used them to make organizations more productive, and many of them are influential: Edgar Schein of MIT, Chris Argyris of Harvard Business School, Warren Bennis of the University of California at Los Angeles, and Jerry Harvey of George Washington University are a few of the well-known management thinkers who emerged, at least in part, from the same tradition. But the Seashores have been at the center of the field for so long that they are uniquely identified with it. Their patience, persistence, and sheer passion for working with small groups — thousands upon thousands of them, decade after decade — have spread the practices they’ve honed over many years into the mainstream, in organizations as diverse as the Defense Mapping Agency, the National Institutes of Health, IBM, and AT&T. In courses the Seashores have designed and taught at American University, Fielding Graduate University, and the National Training Laboratories (itself the original seedbed of organizational development), they have influenced thousands of people who have made fixing organizations the core of their professional enterprise.
As Professor Bennis puts it, “Their major impact has been far more important and has had a much wider horizon than any single discipline. They helped to create, from the time they started in the 1950s and ’60s, a new social awareness in organizations. And on a personal level, they are two of the most transformative figures I know — change agents, if you will — who have inspired all around them.”