Finding my way to Groupwork Centre
A personal reflection from Keira Blake, our new Operational Lead, on joining Groupwork Centre. She shares her experience of learning about conscious collaboration, facilitation practice, and what becomes possible when people slow down and listen.
Welcoming our new Operations Lead, Keira Blake. Photo by Albizia.
A few months ago, after nine years in the same organisation, I was made redundant. I felt everything at once – shock, relief, excitement, fear. Beneath it all, though, was a quiet certainty: I didn’t want to rush into something just for a pay cheque.
It’s easy to stay in familiar roles because they feel safe, even when they no longer fit. Finishing up forced me to pause and reflect on what I actually wanted my working life to feel like.
One morning, while scrolling Ethical Jobs, I came across a role at Groupwork Centre. At first, it was the practical things that caught my eye – part-time hours, working from home, and a behind-the-scenes operations role. But as I read more closely, one detail stopped me. Groupwork pays everyone on the same scale. I’d never encountered that before, and it immediately sparked my curiosity about the values underpinning the organisation.
That curiosity led me down a rabbit hole. I read about Groupwork’s origins, its founder Glen Ochre, and its long-standing focus on conscious collaboration. What stood out was that Groupwork doesn’t just talk about collaboration as an ideal – it teaches people how to do it in practice, especially when conversations are difficult, emotions are heightened, or people strongly disagree.
I’ve always been fascinated by what helps people connect across differences. How unspoken assumptions can steer meetings. How tension builds when important things go unsaid. Groupwork’s work is grounded in helping groups slow down, notice what’s happening in the room, within themselves, and communicate more clearly and constructively.
Before long, I found myself in conversation with Gini (CEO) and Tanya (Associate). The interview began with a short grounding exercise. I’d never experienced that at the start of an interview before. I hadn’t realised how nervous I was until I felt my shoulders drop. It was a small moment, but it told me a lot about how Groupwork approaches people – with care, intention, and humanity.
Soon after, I was offered the role and invited to join the team’s annual strategy retreat at Commonground (an intentional community founded by a small group of activists, including Glen Ochre, 40 years ago, and where the idea for Groupwork Centre was born).
Commonground itself was stunning – hand-built, peaceful, wrapped in trees and birdsong. I walked into the communal kitchen and was welcomed immediately by facilitators I’d previously only encountered through videos. The warmth was instant and real.
People cooked meals together, shared stories around outdoor tables, and spoke about the work they do in the world – climate justice, men’s wellbeing, First Nations rights. I felt both humbled and energised by the depth of purpose around me, and by the sense that this was a community grounded in action, not just ideas.
The first morning of the retreat showed me the heart of Groupwork’s work in action. Two facilitators, Henry and Matt, led a session that made the difference between simply running a meeting and truly facilitating one crystal clear. Rather than pushing toward solutions, they created space for people to speak openly about tricky topics, without fear of judgement or things escalating.
Capturing part of the rhythm and ritual of our retreat. Photo by Keira Blake.
One exercise invited us to notice which parts of ourselves were showing up in the conversation – when we felt defensive, distracted, confident, or calm – and how to pause and choose a more grounded response. It was practical, human, and surprisingly freeing.
What struck me most was the atmosphere of genuine acceptance. People brought their whole, imperfect, human selves into the room. There was no posturing or jockeying for position, no need to perform. Just real engagement and shared responsibility for how the group was working together. It felt rare and quietly powerful.
As I listened and learned, I reflected on meetings I’ve been part of over the years where important things stayed unsaid, or were said so carefully they barely landed. How much time and energy gets lost when groups can’t name what’s really happening. How different things might feel if more teams had the skills to listen well, disagree constructively, and stay connected while they figure things out.
That’s what I’m most excited to learn at Groupwork. And it’s what I hope to help bring to many more people – the possibility of working together in ways that are honest, collaborative, and deeply human.
