In traditional discussions on internal communication and its challenges, the emphasis is often placed on barriers like physical obstacles and issues between senders and receivers that hinder understanding. However, when taking a psychotherapeutic approach within organizations, we delve deeper into team members’ behaviors, organizational culture, and the level of psychological safety present. This broader perspective allows us to address organizational health more comprehensively. Frequently, miscommunication can be traced back to entrenched behavioral patterns.

People often bring behavior patterns from their backgrounds and experiences that don’t always support healthy relationships and can sometimes even get in the way. A psychotherapist helps teams understand how they interact and recognize their behaviors. For example, someone might avoid talking openly, assume they know what others will say or do, hold onto old beliefs that make it hard to understand different viewpoints, or consistently overstep boundaries—or struggle to set their own. Maybe they stay quiet, keep their thoughts and feelings to themselves, or are so sure they’re right that they dismiss anyone who disagrees. On the other hand, they might feel so insecure that they avoid taking risks and only stick to what feels safe, limiting their options in uncertain situations.

In team sessions held in a safe space and guided by a therapist, we start to notice our typical behavior patterns through reflection and targeted questions. With this awareness, we can begin to change these behaviors and build more open relationships with our team members. We learn to speak our minds freely, ask for support when needed, distinguish between facts and assumptions, identify our limiting attitudes, set boundaries, and recognize triggers for criticism and negativity. These skills help us move towards feeling psychologically safe at work, which boosts the overall well-being of our organization. In a healthy environment, individuals can unlock their potential, handle stress, become more resilient to change, and ultimately work more effectively to add value. The therapist assists in real-time during sessions, helping us break through established patterns and strengthen the team dynamics.

Another important area of focus can be dedicated solely to the management team. After all, there’s a saying that “leadership is the management of disappointment,” highlighting the need for exceptional attention and competence in this role.

Another vital part of psychotherapeutic work with teams revolves around establishing agreements and modeling the desired future. It’s common for teams to understand what needs to be accomplished, but lack clarity on who should take action and how. These discussions often bring up topics like roles, expectations, empowerment, and leadership. The role of the psychotherapist in the group often transforms into that of a moderator or mediator, necessary for building bridges between “us and them,” aligning expectations and agreeing on commitments to each other in the most efficient way to harness potential and experience.