The problem

I have, on several occasions during workshops or coordination meetings, witnessed a scene that captures something very common in team dynamics. A junior colleague, or someone newly arrived in the team, puts forward an idea that is original, slightly off the beaten track, yet genuinely relevant. And still, without an external intervention, the team would have let it pass unnoticed, as often happens in environments where hierarchy takes up too much space and emotional intelligence too little.

The most experienced person in the group listens without reacting. No sign of agreement, no disagreement either. Just silence.
Nothing dramatic. And yet the dynamic shifts instantly. The rest of the team redirects the discussion as if the idea had never been voiced.
This kind of situation is common. Ideas do not fade because they lack quality, but quite often because the group simply does not hear them.

What we often overlook

When someone dares to propose something new, especially if they are in a less established position, they expose themselves.
There is always a brief moment of vulnerability: fear of being judged, worry about missing the point, or the feeling of speaking too early or without legitimacy.
In the scenes I have observed, it was not an explicit refusal that pushed the idea aside, but a simple lack of reaction. The silence of the recognised figure in the room, combined with the silence of the group, was enough to shut down the idea before it had a chance to develop..
We often say that innovation depends on creativity or on the right methods. In reality, it depends first on how emotions circulate, especially when roles and status shape the group dynamic.

What helps in these moments

Here are three practices that can make a real difference:

1. Clarify the intention behind the silence. Silence is not always disagreement. Sometimes it means attention. Sometimes caution. Saying something as simple as “give me a moment to think this through” prevents the group from jumping to conclusions.
2. Make it easy for everyone to contribute without reading between the lines. In the scene I witnessed, a single sign—positive or neutral—would have been enough to rebalance the situation. Welcoming an idea with “tell us what you have in mind” creates a space where everyone feels legitimate, regardless of their seniority.
3. Give the idea a chance before judging it. Allowing it a brief moment to exist and exploring it together, even in a simple and quick way, often reveals its potential. This small act of attention keeps the idea alive long enough for the group to understand what might be valuable in it, instead of letting it fade unnoticed.

How to apply this in daily work

Pay close attention to the moments when an idea begins to surface. Notice the silences that appear and the signs of hesitation within the group. Take a short moment to return to the suggestion, ask the person to clarify what they had in mind, and give the group space to explore it without evaluating it too early. Creating these small intentional pauses helps prevent promising thoughts from slipping away and gives fragile ideas the space they need to take shape.