The growth of technologically based forms of interaction in organizational life call for us to take a more self-aware posture toward our devices. The case of a leadership group is offered to demonstrate how important information can fail to fully transfer across a technological interface. The experience of the other is flattened by a technological partition that can be unconsciously enlisted to distance participants from uncomfortable thoughts and feelings evoked by work. The case study demonstrates the importance of maintaining a reflective space (Winnicott) for collaboration and describes how shared physical presence within this space contributes to resolving the frustrations inherent in tasks like those that challenge group leadership. Alternatively, a reliance on a technological interface is susceptible to being unconsciously enlisted in the creation of a social defense (Menzies) as, in this case, a consultant and the team members collude in a flight from their respective tasks (Bion).