Have you ever worked in a team where things just didn't seem to click? Maybe you felt like everyone was working in their own world, with no coordination or shared goals. This problem is more common than you might think, and it often boils down to how group dynamics play out.
Imagine you're part of a senior executive team in a big company. The goal is to transform the company to meet new challenges. However, the team is struggling. Why? Because each member is acting like a separate ship, moving in different directions without any alignment. This lack of coordination can lead to confusion, missed deadlines, and poor performance.
Let’s look at a real-life example shared by Professor Manfred Kets de Vries. A global energy company needed to innovate and move towards sustainability. To facilitate this transition, the CEO hired Jim, a brilliant professor of engineering, as the new Chief Knowledge Officer (CKO). Around the same time, another executive named John was brought in as Vice President for Technology, Products, and Services. John was an experienced executive in the petroleum industry. Instead of blending in, they clashed with the existing team. Jim's erratic communication and John's know-it-all attitude created tension. As a result, the team couldn't move forward effectively.
Why do such intelligent people act irrationally? It often comes down to their early life experiences. For example, Jim's behaviour was shaped by his grandfather, who encouraged his creativity. This made Jim resist any structure that he felt stifled his spark. John's competitive nature might have been driven by his past experiences where he always had to prove himself.
To address these issues, the CEO decided to bring in a group coach. The coach's job was to understand the underlying problems and help the team work better together. Through interviews and feedback, the coach found that the team's issues were not just about Jim and John but also about how everyone interacted.
The coach used a technique called "narrative" where each team member shared their personal stories. This helped everyone understand each other better. For example, Jim shared how his father's failures drove him to protect his creativity. The team realised that Jim's erratic behaviour was not just about being difficult but about defending his spark.
Through the coaching process, the team members learned to see each other's strengths and weaknesses. They started to give and receive constructive feedback. For instance, Jim committed to improving his communication, while others pledged to respect his need for creativity.
Several months later, the team had transformed. Jim was more organised and less defensive. John felt more included and was able to contribute his expertise. The team members trusted each other more and worked together more effectively. They had moved from being ships passing in the night to a coordinated fleet.
By addressing the human side of work and understanding the hidden reasons behind our actions, teams can become more effective and aligned. This not only improves performance but also makes work a more fulfilling experience for everyone involved. This case study from Professor Manfred Kets de Vries highlights the importance of addressing interpersonal dynamics to achieve organisational success.
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Written by Aneta Natova (LeadFit Global)
