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ELE is a peer-powered community where people leaders don't just reframe challenges — they leave with decisions, next moves, and 30/60/90-day commitments to move real work forward.&nbsp;For 22 years, leaders from Fortune 1000 companies have brought their hardest problems here — and left sharper than they arrived.

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This is where people leaders get sharper — and their teams get smarter.ELE is a peer-powered network of people leaders who accelerate business results through shared intelligence and real-work collaboration. Learn more below about why ELE has been the trusted choice for leaders building high-performing teams for over 20 years.

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Find the peer conversation that moves your work forward.The right exchange builds better leaders, closes capability gaps, and cuts through what internal meetings can't.

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Human Synergistics

<div style="font-family: 'Calibri', 'Candara', 'Segoe UI', 'Optima', Arial, sans-serif; color: #333; line-height: 1.6; max-width: 800px; margin: auto; font-size: 1.1rem;">
<blockquote style="border-left: 4px solid #990000; margin: 20px 0; padding: 10px 20px; background-color: #f8f9fa; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"Good leadership is asking questions and getting input from other people — not directing and having all the answers." — <a href="https://www.ele.llc/people/cathleen-cooke" target="_blank" rel="noopener">Cathleen Cooke</a>, Human Synergistics</blockquote>
People leaders came to this live in-person exchange with a real problem: how do you keep distributed, hybrid, and co-located teams cohesive when disruption doesn't slow down? Communication silos are real. Misalignment is real. And psychological safety — still too often treated as a cultural nice-to-have — turns out to be a hard execution variable when stakes are high and answers aren't obvious.
Facilitators Cathleen Cooke and Michael Kern of Human Synergistics put that to the test. Not through slides. Through a survival simulation.
Leaders in the conversation
Cathleen Cooke and Michael Kern, Human Synergistics — facilitators and debrief leads. Human Synergistics has been developing team diagnostics and culture tools since 1972.
Angie — live observer tracking psychological safety behaviors and communication patterns in real time.
Plus six people leaders who ran the simulation as an intact team, bringing their own expertise, assumptions, and communication habits into a pressure-tested decision environment.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 30px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">What the simulation put on the table</h3>
Scenario: a tsunami is 18 minutes out. Your group has a list of items — car keys, walking shoes, a flashlight, life jackets, rope, sea kayaks, an extension ladder, mattresses. Rank them. Survive.
Rules:

<ul style="padding-left: 25px; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">
 	<li style="margin-bottom: 5px;">Each person ranked independently first</li>
 	<li style="margin-bottom: 5px;">Then the group reached consensus — no voting, no role-playing, no phones</li>
 	<li style="margin-bottom: 5px;">A live observer tracked the behavioral dynamics throughout</li>
</ul>
Simple rules. Complicated dynamics.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 25px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">Constructive vs. Defensive Responses</h3>
The group got the most critical item — car keys — right. But they had nearly talked themselves out of it. One participant identified evacuation early, then self-corrected when the group drifted. The debrief cut straight to it:

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"We were kind, but not strategic." — Participant voice</blockquote>
The group showed real interpersonal care — checking in, making space, avoiding steamrolling. But they never collectively named the core question: evacuate or shelter? Without that shared frame, good intentions produced drift.
Cathleen mapped this to Human Synergistics' behavioral model:

<ul style="padding-left: 25px; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">
 	<li style="margin-bottom: 5px;">Constructive styles — achievement-oriented, affiliative, self-actualizing</li>
 	<li style="margin-bottom: 5px;">Aggressive-defensive — shutting down alternatives, "I've got this"</li>
 	<li style="margin-bottom: 5px;">Passive-defensive — warm, agreeable, and quietly misaligned</li>
</ul>
Both defensive patterns kill team performance. One is just louder about it.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 25px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">The Distributed Trust Gap</h3>
A participant asked the sharpest question of the debrief: Does this work the same way on my actual team — where I have expertise, strong opinions, and a senior manager in the room?
Cathleen's answer was direct. The simulation puts everyone on equal footing precisely because real teams rarely are. When hierarchy enters, leaders stop asking and start directing. People with the most relevant expertise go quiet.

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"Leaders sometimes don't have all the answers — and you don't want them to." — <a href="https://www.ele.llc/people/cathleen-cooke" target="_blank" rel="noopener">Cathleen Cooke</a></blockquote>
Michael Kern added the measurement layer: Human Synergistics' Group Styles Inventory lets teams score their process — not just their decision — and track improvement over time. One participant's knowledge about sea kayak dimensions shifted a key ranking. That expertise only surfaced because someone asked.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 25px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">Simulating to Build the Edge</h3>
A Harvard-trained CEO ran this simulation in his MBA program, called Human Synergistics years later, and said:

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"I did not realize how aggressive I was. I was constantly shooting down people's ideas." — <a href="https://www.ele.llc/people/cathleen-cooke" target="_blank" rel="noopener">Cathleen Cooke</a>, recounting a client.</blockquote>
His team had died in the simulation. The debrief changed how he led.
The AI adoption parallel is direct:

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"The use of AI evolves from the individual to small teams, to cross-functional teams, to the entire organization." — Cathleen Cooke, citing Krishna at IBM</blockquote>
Teams without constructive decision-making habits stall at the small-team stage. The simulation is the preparation.


<hr style="border: 0; border-top: 1px solid #eee; margin: 40px 0;" />

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-bottom: 15px;">What to try next</h3>
<ol style="padding-left: 25px; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">
 	<li style="margin-bottom: 15px;">Run a low-stakes decision exercise before a high-stakes one. Give your team an ambiguous problem, a time constraint, and a scoring mechanism. Debrief the process, not the answer — look for whose ideas got dropped and whether the group outperformed its best individual.</li>
 	<li style="margin-bottom: 15px;">Embed an observer in your next consequential meeting. Ask them to track who spoke, who was redirected, and what assumptions traveled as facts.</li>
 	<li style="margin-bottom: 15px;">Ask "who here knows something specific about this?" before moving to consensus. The habit of asking before deciding is the cheapest leadership upgrade available.</li>
</ol>
<div style="background-color: #f1f4f9; padding: 20px; border-radius: 8px; margin-top: 40px; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">
If this connects to real work you are trying to move forward, bring it into the ELE community. Share the challenge, compare signals with trusted peers, and leave with practical next moves you can use.
Submit My Challenge Now <a style="color: #0056b3; font-weight: bold; text-decoration: underline;" href="https://www.ele.llc/faqs/share-top-of-mind-talent-challenges">https://www.ele.llc/faqs/share-top-of-mind-talent-challenges</a>

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Simulation: The Ground is Shifting--How Great Teams Navigate What's Next!

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