Group Dynamics
My return flight from Baltimore this weekend (the last one of the night) was canceled after everyone had boarded. This interesting sociological field experiment left 200 (more or less) individuals who hadn’t made eye contact or spoken a word to one another while boarding to shuffle once again into the terminal to form a giant “re-booking” line. What happened, you ask?
The shared experience and proximity sparked conversations. It usually started with questions about re-booking (”Did you get through?” “What did they tell you?”) but it evolved into generally pleasant conversation with a lot of interesting people from around the country. As with any group, this one had its loudmouths and its silent sufferers . . . but the overall tone of those waiting quickly calmed.
What had the airline done? They kept everyone apprised of the situation throughout the process. Fear of the unknown (and the indecision that follows) gave way to acceptance of the inconvenience and moving forward with new plans.
So often, companies fail to be open about problems. Think about the last time your company had a round of layoffs, or benefit reductions, or relocated . . . chances are, upper management kept employees in the dark as long as possible, but the gossip back-channels were abuzz with any number of “truths” about the situation. With which information would you prefer employees make the “jump-ship” decision?
Oftentimes, it’s the worst of situations that become opportunities to go above-and-beyond for those affected; especially when there is more than one party involved, and those parties have opportunity to communicate with one another. “Really, they did that for you?!”
