How Polyvagal Theory Applies to Council Meetings
Ever found yourself in a meeting ‘shutting down’? In other words, losing track of what’s being said, zoning out, or not responding when you should? Or the other way, speeding up your speech, body shaking or twitching (stimming)? Well, this ‘hyper or hypo’ response to challenging meetings can be explained in a theory!
Polyvagal Theory, developed by neuroscientist Dr. Stephen Porges, offers a nuanced understanding of how our autonomic nervous system (ANS) influences our emotions, behaviours, and social interactions. It might also explain what is going on in your nervous system when council meetings go awry and tension becomes high.
Central to this theory is the vagus nerve, a critical component of the autonomic nervous system that plays a pivotal role in regulating our physiological state in response to perceived safety or threat.
Traditionally, the ANS has been viewed as comprising two branches:
Sympathetic Nervous System: Responsible for the "fight or flight" response, activating the body in the face of perceived danger.
Parasympathetic Nervous System: Associated with "rest and digest" functions, calming the body after stress.
Polyvagal Theory introduces a third component:
Social Engagement System (Ventral Vagal Complex): This system promotes feelings of safety and connection, enabling social communication and engagement.
According to the theory, our responses to the environment follow a hierarchical pattern:
Social Engagement (Ventral Vagal Activation): When we perceive safety, this system facilitates calm states conducive to social interaction.
Mobilisation (Sympathetic Activation): In response to danger, the body prepares for action, either fight or flight.
Immobilisation (Dorsal Vagal Activation): In extreme threat scenarios, this system can lead to shutdown or freeze responses.
This hierarchy reflects an evolutionary progression, with the social engagement system being the most recent development, allowing for nuanced social behaviours.
So this is why it is important to keep the debate friendly.
Creating a Sense of Safety
When people feel safe, they’re more likely to speak up, share openly and listen to others. This can be supported by having a clear agenda (no sudden additions), so participants know what to expect. Encouraging contributions from everyone helps build trust and inclusion. And setting respectful, supportive ground rules can prevent conversations from feeling combative or unsafe.
Noticing the Signs of Stress
Sometimes, people show signs that they’re not feeling safe or regulated. If someone becomes agitated, speaks quickly or seems confrontational, they may be in a fight or flight state. On the other hand, someone who becomes unusually quiet, disengaged or monotone may be experiencing a freeze response. Noticing these cues in yourself means you can slow your breathing down and help support your nervous system. If you’re the chair, noticing them in others means you can stir the conversation to safer grounds (if possible)
Knowing about this through training as a council means we can keep civility and respect in place. We can notice the long before the boiling point and turn the energy in the room down.
Bringing Polyvagal-Informed Practice into Council Culture
By weaving Polyvagal Theory into how meetings are planned and run, councils can create spaces that are not only more productive but also kinder and more engaging for everyone involved.
This might mean offering training for clerks and facilitators, so they feel confident spotting group dynamics and knowing how to respond. It can include designing meetings with plenty of structure and supportive practices in place. And it’s about nurturing a culture where psychological safety is a priority, where people feel valued, respected and able to contribute.
When people feel safe, they show up differently. Conversations deepen, relationships strengthen and decisions are more thoughtful and inclusive.
Understanding Polyvagal Theory doesn’t just support individual wellbeing, it has the power to transform how we work together in local government.