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Intervention in settings for analysing practices or institutional analysis with instituted groups in the medico-social field frequently highlights a breakdown in the interpreting function, hampered by organizational logics accentuated by the health crisis. This breakdown in the interpreting function is often linked to a disconnection between the team and the instituting dimension, a disconnection that is covered up by the organizational dimension. This difficulty comes to the fore within the intervention setting, where the dialectic between horizontality and verticality makes it possible to return to an instituting relationship with language. The account of an intervention in the context of an analysis of practices illustrates how the practitioner’s elaboration of the counter-transference investment in his own setting, emphasizing the emergence of the unexpected, enables the team being supported to re-establish a link with an instituting verticality.