Wow, watching that brings back a lot of frustrating memories, doesn't it? >> Yeah. >> And Rita can I ask you to start unpacking what we saw? >> Well yes, I could feel my heartbeat rise, and either my hackles, because there are so many memories of such meetings where it's literally a shouting match. Nobody is hearing anyone, they are trying so hard to listen but maybe they are not listening at all, completely. >> Mm-hm. >> It seemed like such a tough place to be. >> Whoa, yeah that was some meeting [LAUGHS]. I know, I mean, where do I begin? First, you're right, nobody was listening to each other, but there was a lot of blaming. The Chief of head of Health and Safety. He blamed an entire housekeeping department for not being competent, right? And then there was this Chief Medical Officer who seemed very uninterested, or who's not even physically available for the meeting. There was a time when she just went away from the meeting to take a call. And if you hear the narration, this seems to be very normal for the meeting. So it's very clear that they are into a clear time boundaries or any boundary in the meeting which we'll discuss about in just a bit. And who was discussing about solutions? >> No one I think. >> No one, I mean I tried to hear what they said, there was a lot of commotion but I really didn't hear any one of them say patient or solution, there was no solutions focus at all. >> Well, I think it's a stretch to call that a meeting, I think that's an all out fight. >> Good point. >> Yeah, that's right. >> But certainly a confrontation. And when we are in these situations that are a fight, our guards go up and we protect ourselves from blame and we have things that we call Defensive Routines. Well, now wait a minute, my group did our part or it's not our fault or these types of things. That stress level increases, people feel attacked and they're more interested in defending. People are talking over each other. There's very little communication. Everyone is expressing an idea or a thought. There's assumptions flying around the room about who's capable of doing what. These defensive routines, meetings that we get into, many times in groups, we have these defensive routines that are triggered when we feel attacked. A Defensive Routine is a term that Chris Argyris used to describe this ability or sense of response in an organization or in a team. To protection, to making sure we're not blamed. And it's a difficult thing, because it actually gets in the way of our learning anything new. So, one of the things I think that teams have to do is find ways to reframe these fights to something that is constructive. Where there is an exchange, not a blows to each others faces and heads. But in exchange of ideas and stepping back and listening as opposed to just asserting your own view points. >> One of the things that you mentioned Allen is this issue of assumptions. And I think we'd like to highlight that some. That we're always making assumptions to the degree in a group or team meeting that we can voice what the assumptions are that can be very helpful. And that prevents them from going underground, getting buried, getting ignored. So we'd like to emphasize that as a part of the diagnostic work that we're encouraging you to undertake. We're going to shift back to this group, this is another meeting. We've asked the actors to portray a different meeting where they're trying to unpack a little of what happened during the first meeting that you viewed. So I'm turning it over to Quinn Bardel our narrator.