What If the Circle Never Happens? Making Space When Time, Stress, and Culture Push Back

Abstract
Many facilitators have the intention, training, and vision to implement Healing Circles—but find that time pressure, culture resistance, or logistical breakdowns prevent Circles from taking place. This article validates this common experience and provides practical, compassionate strategies for moving forward without shame. Drawing on implementation science, psychological resistance, and SWEET fieldwork, we offer tools for recalibration, advocacy, and low-effort micro-practices that keep the healing alive—even when the Circle stalls.

Keywords
Implementation barriers, healing resistance, organizational pushback, SWEET Healing Circle, SWEET Institute, facilitator burnout, trauma-informed leadership, Circle advocacy, small wins, reflective workarounds, sustainability

1. Introduction
You set the intention, you made the schedule, you carved out the time, and then it didn’t happen. People canceled, the budget changed, someone questioned its value, or the culture just wasn’t ready. If this is your experience, you’re not alone. You’re not doing it wrong, you’re not failing, you’re in the messy middle of culture change. This article shows you what to do when the Circle doesn’t happen—yet. 

2. Theoretical Framework: The Realities of System Resistance
2.1 Change Fatigue and the Psychological Immune System
Organizations resist new practices not just because of logistics, but because of emotional and psychological resistance (Kegan & Lahey, 2009). New practices—especially those that invite vulnerability—activate the “immunity to change” reflex.

The nervous system of the organization (not just the people) may interpret Healing Circles as:

• Unfamiliar

• Uncomfortable

• Non-urgent

• Emotionally risky

This is not dysfunction; it’s a predictable stage of adaptation.

3. Application: What to Do When the Circle Stalls
3.1 Normalize the Pause
Say to yourself or your team:

“We paused—not failed. And we’ll return when the conditions are ready.” Shame erodes motivation, while normalization builds resilience.

3.2 Implement Micro-Circle Practices
When full Circles aren’t possible, introduce miniature elements:

• Start meetings with 2 minutes of breath and a check-in word

• End huddles with one “takeaway” or intention

• Share Circle reflection questions via email, Teams, Slack, or supervision

These keep the spirit of the Circle alive, even when structure slips. 

3.3 Recalibrate the Ask
If the original model was 60–90 minutes, consider:

• 30-minute Circles

• One Circle per month instead of weekly

• Voluntary Circles with peer leaders

Meet the moment, and don’t abandon the mission.

3.4 Advocate Gently and Strategically
When culture pushes back:

• Share stories, not data

• Find one ally with influence

• Ask: “What’s one low-effort way we can bring reflection into our team this week?”

Healing doesn’t scale by force; rather, it scales by resonance.

4. Implications for Sustainability and Facilitator Well-Being
4.1 Protect Your Own Flame
When implementation falters, facilitators often:

• Blame themselves

• Lose hope

• Stop reflecting personally

Don’t let the Circle out there silence the Circle within.

Use the Four Layers on yourself:

• What behavior did I notice?

• What belief got triggered?

• What emotion came up?

• What purpose do I still hold?

That is still healing.

5. Conclusion
Healing Circles may pause, but healing doesn’t have to. When things stall, simplify. When teams resist, soften; and when structures collapse, start smaller. This work isn’t just about the room; rather, it’s about the intention that breathes through the work—even when the room is empty.

When the time is right, you’ll begin again, and the Circle will rise.

References

• Fixsen, Dean L., et al. Implementation Research: A Synthesis of the Literature. University of South Florida, 2005.

• Fogg, B. J. Tiny Habits: The Small Changes That Change Everything. Houghton Mifflin Harcourt, 2019.

• Kegan, Robert, and Lisa Laskow Lahey. Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization. Harvard Business Press, 2009.

• Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday, 1990.

Download the scholarly version of this article by clicking HERE