Reflecting Team

Purpose

The Reflecting Team, originated by Tom Andersen in family therapy and widely adapted for organizational use, creates a powerful shift in perspective by separating speaking from listening. One group discusses; a second group observes silently, then reflects aloud on what they noticed — patterns, emotions, stuck points, strengths — while the first group listens without responding. This structure bypasses defensiveness and opens new seeing.

At a glance

How to run

1. Setup (5 min). Arrange two circles: the discussing team (inner) and the reflecting team (outer). Explain the process and rules.
2. Discussing team talks (15 min). The inner circle discusses their issue, challenge, or question openly. The outer circle listens silently and takes notes. No interruptions.
3. Reflecting team reflects (10 min). The teams swap focus. The outer circle shares what they noticed: patterns, metaphors, energy shifts, things said and unsaid, questions that arose. Rules: speak tentatively ("I wondered if...", "I was struck by..."), no advice, no judgments.
4. Discussing team responds (10 min). The inner circle responds to what they heard from the reflecting team. What resonated? What surprised? What opened up?
5. Whole-group debrief (5 min). Brief discussion: What was this experience like? What will you take forward?

Materials needed

• Chairs arranged in two concentric circles
• Note-taking materials for the reflecting team
• Timer
• Process card with the reflection guidelines

Pitfalls & common mistakes

• Reflecting team giving advice. The most common violation. Redirect: "Share what you noticed, not what they should do."
• Discussing team performing for the audience. Remind them to talk to each other, not to the observers.
• Reflecting team being too analytical. Encourage observations about feeling, energy, and body language, not just content.
• Skipping the response round. The discussing team's response is where integration happens.

Inclusion & accessibility

• Both roles (discussing and reflecting) are valuable — no one is passive.
• The format gives quieter voices in the reflecting team a structured opportunity to contribute.
• Allow written reflections for those who prefer not to speak aloud.
• Ensure both circles are visible and audible to each other.

Variations

• Goldfish bowl: The reflecting team sits in the inner circle (fishbowl style) and the discussing team moves to the outer circle for the reflection phase.
• Virtual reflecting team: Discussing team has cameras on; reflecting team has cameras off during discussion, then swap.
• Multi-round: Repeat the cycle 2–3 times for deeper exploration.

When NOT to use this

• When the discussing team would feel exposed or judged — trust must be established first.
• When the issue is too sensitive for observation by others in the room.
• When time is too short for the full cycle — cutting corners loses the method's power.

Source & further reading

• Andersen, T. (1991). *The Reflecting Team: Dialogues and Dialogues about the Dialogues*. Norton.
• Schön, D. A. (1983). *The Reflective Practitioner*. Basic Books.
• Friedman, S. (Ed.) (1995). *The Reflecting Team in Action*. Guilford Press.