Emotional Dynamics in Program Management: The Role of 'Holding' and 'Containing'

Borrowing and applying concepts from psychotherapy can make the difference between progress and frustration in program management.

It makes perfect sense too. After all, we are people before professionals.??

Why it?matters:??

Professionals, often trained in technical?fields, can sometimes underestimate the role subjective and?emotional?dynamics play in determining their success.??

Professionals, often trained with technical backgrounds, may overlook the importance of emotions and subjective reasoning in their work sometimes leading to unintended conflict and bruised relationship. ?

A balanced perspective integrating both the objective and subjective dimensions of a situation can dissolve seemingly unsurmountable contradictions and?skillfully?bring opposed views together.?

Drawing from the psychotherapeutic concepts of 'holding' and 'containing,' this article explores how effective leadership extends to navigating and managing the team's emotional dynamics. By fostering an environment of trust and psychological safety program managers can mitigate conflicts, enhance team cohesion, and ultimately, bolster productivity.??

Go deeper:??

Program management, especially in a cross-functional?setting, requires?leadership that simultaneously promotes team members' psychological?well-being and bolsters productivity. Key to achieving this is the understanding and application of two essential?psychotherapeutic concepts: 'holding' and 'containing.'??

Introduced by psychoanalyst D. W. Winnicott, 'holding' refers to fostering an empathetic and understanding environment that enables individuals to freely express their thoughts and emotions. 'Containing' pertains to the?leader's ability to absorb and manage these emotions to maintain a secure and productive atmosphere.??

Psychological safety refers to?an individual's perception of the consequences of taking an interpersonal risk. In a team setting, it's the shared belief that the environment is safe for members to speak up, offer ideas, ask questions, admit mistakes, or express concerns without fear of punishment, ridicule, or career repercussions.?????

In the context of program management, 'holding' is about creating a supportive environment that encourages team members to voice their concerns and ideas without fear. This openness fosters trust, promotes creative problem-solving, and is indispensable for effective cross-functional teamwork. 'Containing,' on the other hand, is about absorbing and managing the team's emotional dynamics?— the complex interplay of emotions within individuals and between members of a group, which influence interactions, decision-making, and overall group cohesion. By containing these elements, leaders can ensure a balanced and positive atmosphere, safeguarding the team from the destructive impact of negative emotions.??

Now,?let's delve into specific situations that illuminate these concepts in action, both positively and negatively:??

Situation 1: A team member asks a challenging question in a way that may feel?undermining.???

- Negative example: a program manager?might?let the attitude of the other person push their buttons and could react defensively or dismissively, unintentionally making the situation worse rather than acknowledging the team member's concern. This reaction erodes trust, damages relationships, and negatively impacts the team's?dynamics.??

- Positive Approach: Conversely, a?leader who applies 'holding' and 'containing' would empathize with the team member's question, maintaining their composure while addressing the concern. They would actively?listen, clarify the issue, and make note of the request. Then, they'd define next steps, ensure mutual?understanding, take action, and keep the team member updated until?they are satisfied with the resolution.??

Situation 2: A request is made that should be handled by another colleague.??

- Negative example: An impulsive program manager might hastily pass on the request without fully understanding it, dismiss it as not their problem or?listens without acting. This approach risks causing confusion, delays, and dissatisfaction.??

- Positive Approach: The?leader would clarify the request and direct it to the appropriate colleague. Ensuring that the colleague addresses the request and follows up with the requester to ensure it was addressed to their satisfaction.??

Situation 3: A Stakeholder provides a new way to message an idea or a situation.??

- Negative example: An impulsive program manager might dismiss the input as irrelevant or criticize it in a demoralizing way. This behavior undermines the confidence of the stakeholder that the program manager has the ability to manage the multifaceted nature of the program and will surely contribute to the anxiety of the requester that their point of view is not being considered.??

- Positive Approach: The?leader rephrases the messaging, confirms its accuracy with the stakeholder, and integrates it into the overall?plans by integrating it in their overall?message and direction moving forward. This process reassures the team member, and the team at?large, that their input is valued and contributes to continuous growth in trust and relationship.??

In Summary:??

These examples underscore the importance of 'holding' and 'containing' in program management. When these principles are ignored, the risk of escalating conflicts, undermining trust, and stifling innovation escalates. Acknowledging and managing the team members'?emotional?states are not just beneficial, but crucial?to effective program management. Thus, fostering an environment of psychological?safety?and managing?emotional?dynamics are key to creating a cohesive, productive team.??

What's next? Join the conversation!?Hop onto our comments and discuss?your experiences with the benefits of 'holding' and 'containing' in your leadership journey. Share your story with us, and it could be featured in our next article!?

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