“Us vs. Them” thinking
summary
A shared‑services group of a team of six staff+ serving 15–20 teams inherits a behind‑schedule project with senior management involved and an operations team blocking progress. Tried tactics include weekly expectation meetings, one‑on‑ones, joined work where we did 70% and asked them to finish 30%, written meeting intentions on a note card, and escalation up the org chart. The surprising result: the project ships but harmony never forms, so energy is consciously redirected — project completes despite broken bridge.
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chapters (7)
- 0:00Conflict story introduction
- 1:48First week as architect
- 3:12Failed trust attempts
- 6:22Staying centered
- 8:10Conflict’s deeper roots
- 9:15Limits of influence
- 9:57Outcomes and reflections
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