31 December, 2026
When Things Go Wrong: How Teams Grow Through Honesty, Repair, and Allyship
Culture is shaped not in moments of ease, but in how teams show up during moments of tension.
Closing the Inclusive March Challenge 2026, Week 4 invited teams into a conversation that is often avoided, yet essential for building trust within the team dynamic: what happens when things go wrong. Instead of focusing on ideal behaviours, teams reflected on real moments of discomfort, misunderstanding, or harm, and explored how culture is shaped in the aftermath.
What emerged was a space of shared humanity devoid from blame or shame. Through anonymous testimonials, teammates spoke about moments when silence followed an uncomfortable remark, when intentions were misunderstood, or when someone felt excluded without knowing how to address it. Others reflected on times they wished they had intervened as allies but did not. These stories made one truth incredibly clear: missteps are not a sign of failure, but a natural part of working together in diverse teams.
Scholars who study relationships and belonging remind us that rupture is inevitable. What matters is mindsets and actions directed towards repair. Thinkers such as Donald Winnicott and Adrienne Maree Brown highlight that growth occurs when people can acknowledge harm and stay in relationship rather than withdraw. This idea resonated deeply across teams, showcased through the stories that were shared and the patterns made visible. Many colleagues noted that harm often comes not from intent, but from inattention. What lingered most strongly was not what happened, but what followed. When no one checked in afterward, discomfort stayed. When experiences were minimised, trust weakened. When silence prevailed, people felt alone with their experience.
Teams also exchanged examples of what repair and allyship can look like in practice. Someone described the impact of a colleague checking in privately after an awkward moment. Others reflected on how powerful it is when someone names an issue calmly as it happens, making space to pause and reflect. These moments showed that allyship does not require perfect words, only presence and willingness.
Conversations also turned to accountability. Several teams reflected on how difficult it can be to acknowledge harm without defensiveness, yet how meaningful it becomes when responsibility is met with openness and humility. Drawing on restorative perspectives, teams recognised that accountability is not about blame, but about learning and rebuilding trust together.
By the end of Week 4, a shared understanding had formed. A strong culture is not defined by getting everything right. It is defined by how teams respond when mistakes occur. When people listen without judgment, acknowledge impact, and choose repair, trust deepens.
With the finalisation of the Inclusive March Challenge, the impeccable mindsets, actionable steps and stories shared by the participants will be acknowledged as a step towards a much more inclusive and psychologically safe team culture throughout the sector. Thank you to all the teams that participated and took the commitment to publish their discussions because when difficult conversations are met with care and allyship, they become opportunities for growth and stronger connection.
