The third assumption that Bion explored was that of pairing. This is:
based on the collective and unconscious belief that, whatever the actual problems and needs of the group, a future event will solve them. The group behaves as if pairing or coupling between two members within the group, or perhaps between the leaders of the group and some external person, will bring about salvation … the group is in fact not interested in working practically towards this future, but only sustaining a vague sense of hope as a way out of its current difficulties … members are inevitably left with a sense of disappointment and failure, which is quickly superseded by a hope that the next meeting will be better.
Once again there is a preoccupation. This time it is about creating something new, but in a fantasized or unreal way, as a defence against doing anything practical or actually performing. The antidote of course is for the leader to encourage the team members to continue in their endeavours and to take personal responsibility for moving things on. Collaborative working requires greater openness of communication and data flow.