A high-functioning, collegial team is temporarily without a manager. Potential conflict lurks below the surface.

A new business unit forms to rearrange how client services are provided.

Senior experts struggle to break down silos to collaborate and integrate large-scale, complex projects in response to market volatility.

In each of these situations, something has to give. But getting from the current challenge to a better future isn’t easy to do. The path is never clear or guaranteed. That’s where our practice of “putting something in the middle” comes in.

“Putting something in the middle” is a way of facilitating important, typically difficult conversations in a way that’s safe, creative, and very effective. Also called mediated dialogue — the process uses interesting, tangible images or objects to facilitate reflective, insightful conversations.

We’ve created a series of Leadership Explorer tools — sets of pictures, drawings, or sayings presented as a deck of cards — based on this concept. Visual Explorer™ is our original tool for mediated dialogue. It’s a set of more than 200 photographs and art prints, available in playing card, postcard, and letter sizes.

Two other tools — Leadership Metaphor Explorer and Experience Explorer — use the same concept to fuel different kinds of conversations. Other Explorer tools include Values Explorer, Boundary Explorer, and Wisdom Explorer.

A Long-Time, Go-To Resource

Hamish Taylor, a globe-trotting consultant based in Scotland, believes in the power of using mediated dialogue to prompt creative conversations. Visual Explorer has been his go-to resource for many years. He recently used Leadership Metaphor Explorer to help address the challenges of a struggling, temporarily leaderless team.

“I asked them to use Leadership Metaphor Explorer to describe the current leadership behaviors that they have in the team,” Hamish said. “The responses were heavily focused on the ‘being nice to each other,’ positive, interdependent behaviors.”

“This led to an interesting ‘aha’ moment which illustrated that they were lacking the strong, directive, ‘take no prisoners, get the job done’ leadership style that’s occasionally needed to overcome internal politics and push through,” he added. “They weren’t dealing with issues for fear that it would upset someone else in the team.”

“With this insight, the team made a commitment to change,” Hamish added. “A recently appointed line manager volunteered to be more engaged, and individual team members agreed to rotate the leadership role on key functional aspects of the team performance.”

Another example of someone using the Leadership Metaphor Explorer:

A Powerful Way to Find Solutions

Ione Taylor has also experienced mediated dialogue as a powerful way to bring up challenges and find solutions. As a geologist, she’s held technical and leadership roles in corporate and government settings. She’s now a director in the Queen’s University Department of Geological Sciences and Geological Engineering in Ontario, Canada, where she heads up efforts to establish an interdisciplinary master’s degree program in natural resources leadership.

Ione was tapped to lead a new, integrated function of a federal research agency. This new structure upended longstanding traditions of working within distinct scientific disciplines and technical functions. She needed to address the blend of leadership, organizational culture and innovation challenges her group was facing.

Our Explorer tools — paired with our Boundary Spanning Leadership model — were valuable entry points into critical and difficult conversations as the teams began to work together and create new services, products, and processes.

“These tools help zoom people out to see the big picture and move past polarization,” Ione said. “They bring out insights, lift people up as they try to articulate an idea, draw something out, or contemplate… That’s what gets people out of their stereotypes and polarizations so they can move forward.”

A Healing Process

Jon Abeles is another risk-taking leader, ready to try out new approaches, learn, and adapt. As part of the leadership team at Catholic Healthcare Partners for many years, he worked closely with us to create and run a leadership academy for emerging leaders. Participants used Visual Explorer to examine their career aspirations and vision.

Jon also used Visual Explorer in working with union members and management as a healing process after a strike.

Another time, it was Jon’s role to find a way to assess the effectiveness of a new CEO. He systematically used Visual Explorer in one-on-one conversations with the executive leadership team, physician leaders, board of trustees, and religious sponsors. Most recently, he facilitated a large group of faculty from the State University of New York and the City University of New York to explore new opportunities.

“Oftentimes, people can be guarded in what they say in a conversation, or they may not be as broad, or they may not be able to tell you about the depth of the situation,” Jon explained. “The card encourages a broader conversation. It calls out unique personal experiences. It gives a person permission to talk about the things that are on their mind or what they think.”

A recent example of our Visual Explorer tool in action:

In many different contexts — and with diverse groups — “putting something in the middle” helps people think about and talk about things that are unspoken or difficult to articulate. The images, ideas, and suggestions offered by our tools compel even very experienced and educated teams to forge new connections in their thinking.

In the process, they gain clarity and insight, see new patterns, and reveal hidden facts. They open up to change, to possibility, and to finding a way forward.

Learn more about how you can use our Explorer Tools to “put something in the middle” to make difficult conversations easier.

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