Repair Team Relationships

A military installation experienced increasing division among units that had become isolated from one another. Misunderstandings, resentment, and competing operational pressures interfered with collaboration, contributing to recurring conflict.

Interviews with supervisors and command staff identified a lack of mutual understanding and respect between groups as a central barrier to effectiveness.

Rather than adding new programs, the intervention was integrated into existing training requirements. Personnel participated in facilitated cross-unit discussions designed to increase understanding of shared stressors, operational demands, and differing perspectives.

1. Pivotal Point of Change

   Mutual respect and understanding

2. Intervention

   Cross-unit facilitated discussions embedded into existing training structures.

3. Result

   Reduced silo mentality, improved communication between groups, and movement toward a more unified organizational culture.

“As you know, the psychological and financial demands of those serving today's military are, to put it mildly, robust. Dr. Basiliere's professional acumen, swift adaptability, and uniquely approachable demeanor made her an ideally suited healer for those in need. Where leadership, program development, and relationship building are concerned, her skills are among the best I've seen in 29 years of professional service. She “stood up” a completely new program, inside a Fighter Wing of 1,100 people, and led it to a level of success that left us all devastated at the thought of her departure. She accomplished this monumental feat in a matter of months, successfully learning new programs, networking with local and national resources, and “getting out there” to meet the men and women of the Vermont Air National Guard.”

—Brigadier General Steven S. Lambrecht, Author of “Boundless Brothers,” Leadership Coach, Airline Pilot. Former VT Air National Guard Commander, 158th Logistical Readiness Squadron and Maintenance Group, Air Component Commander and Chief of Staff

A leadership team within a large human services organization had become increasingly consumed by interpersonal conflict, role confusion, communication breakdowns, and lingering resentment. Senior leadership spent significant time managing disputes with little lasting improvement.

Data collected from interviews with team members and stakeholders identified lack of trust as the central issue preventing effective collaboration.

A single facilitated workshop helped participants address unresolved frustrations, clarify expectations, and establish mutually agreed-upon rules of engagement. The focus shifted away from blame and toward shared goals, accountability, and healthier working relationships.

1. Pivotal Point of Change

   Trust

2. Intervention

   A focused, facilitated workshop designed to help resolve lingering conflict without getting pulled into personality differences or old resentments. The workshop clarified expectations and identified practical, mutually agreed-upon ways of working together (e.g., not escalating issues until direct resolution efforts have been attempted). It also focused on establishing sustainable, appropriately boundary-conscious, yet more open communication practices.

3. Result

   Ownership of the agreed-upon rules of engagement led to buy-in, which reduced interpersonal conflict, improved collaboration, and decreased the need for executive intervention. The group decided to have a regular leadership meeting that focused as much on process and the use of new rules of engagement as it typically would on content.