Balanced Experience and Stability

Yet another implicit aspect of dynamic workplace theory is the balancing of these dynamic forces as represented by the emergence of the balanced group experience. This balance point (see Figure 1) that is discussed in greater detail in chapter 5 contains within it a stability where the other three types of psychologically defensive group experience cancel each other out. Much like centrifugal and centripetal forces in nature where one seeks to fling an object outward and the other draw it inward, balance between the two forces creates a stable orbit, as is the case of the planets around the sun, or the moon around the earth. The comparison of these natural forces to group dynamics is straightforward. When group dynamics are balanced, the three psychologically defensive groups continue to exist as a latent potential but for the moment are neutralized by each other. The chaotic experience becomes one of creativity and exploring the possibilities where new ideas and experiments are openly considered. Organizational life may well be a bit messy but not evoke a sense of being out of control or threatening. Formal group and organizational structure exists but is not depended on to regulate anxiety through strict control. Rather, in this case, features of bureaucratic hierarchical structure provide a sufficient anchoring of process to permit organization members to both be creative and try new things without a sense of losing control over their group process and organization. Some structure is liberating and facilitating so long as it does not become rigidly depended upon to regulate experience via excessive control. Last, leaders with admired skills, knowledge and styles of doing things are present at different times within groups and organizations. These leaders are not compulsively relied upon to control adverse experience of organizational life. Rather, they may encourage chaotic and messy creativity and support organizational operating protocols, but in a balanced fashion. They also avoid the narcissistic pitfalls leadership roles tend to promote. These leaders do not encourage others to see them as grandiose and all-powerful, and do not see themselves that way either. It is also the case, as discussed in chapter 5, that each of the psychologically defensive groups contains elements that promote stability of the defensive group experience. This appreciation is underscored by acknowledging the exceptional stability achieved by bureaucratic hierarchies that often continue to persist despite the gravest of operating dysfunctions and losses of original purpose.