The transition stage is filled with tribulation’s as fear, anxiety, and defensiveness make frequent visits within the group. Leaders must uphold a commitment to confront conflict with caring confrontation enables the group to deal with the storms and push through towards the calmness of the working stage. To get through, members must be willing confront their fear, resolve conflict, and surrender the need to control. Ultimately, the goal is to create an atmosphere of trust and safety, where members feel comfortable to let down their guards and become vulnerable (Corey et al., 2018).

Within transition, members feel torn between their need for safety and their desire to take risks. They require support form leaders to maintain realistic expectations, honouring the fact that safety and trust take time to develop. Further, leaders and members must both respect the fact that hesitant and defensive behaviour are a normal part of the process; they are not character flaws (Corey et al., 2018)

A psychoanalytical framework provides an alternative understanding of resistance; it is defined as an individual’s reluctance to raise their conscious awareness to concerns that are threatening or unsafe. This reaction shields the person from exploring personal conflict or experiencing painful feelings. Adjusting to view behaviour through this lens allows resistance to be v a skill of self-preservation. It is comforting to know that it is not the leaders job to solve the problem of resistance and conflict as such actions would impair a process necessary for change to occur. It is not something that should to be avoided or that needs to be fixed (Corey et al., 2018). Rescuing members from conflict denies them the opportunities where they can experience growth and change.