They are risk averse for the most part, and fend their role boundaries to preserve their social identity perceptions. In doing so, they endanger their respective teams and the aggregate top team too.
Let us say there are 4 such persons with their respective pyramids in a team at the top. These 4 persons are in most cases found stuck in a dynamic that is more concerned with their fiefs than with what they could accomplish between themselves. They get so busy with short-feedback loops of tasks within their control, that they fail to see the larger picture. Seeking job security in and with operational execution, they leave overall strategic leadership matters to chance. This is not the conversational upward delegation syndrome, but the wishful thinking that if operations are ensured, strategy would be taken care of by those with the social power. Oh, how they blind each other without knowing it! The alibi they project status quo in is sworn integrity to their respective roles!
Consensual social attraction also imbues the leader with powers of sanction with apparent status. This creates a status-based distinction within the group. The leader(s) and followers syndrome kicks in without much bother, due to limitations in interpersonal range. This has characteristics of unequal status intergroup relations.
|Prickly downturn situations are like this fencing around a rotting stem|
It is such a contrast that in years of business growth, arrogance, hubris, competitive myopia and turf wars dominated as dysfunctions in a team. It may be quick and convenient to label and look for similar phenomena in downturns. In downturns, the patterns of team dynamics are not as clear or similarly bracketed. They are a mix of role design, goal clarity, and procedural constraints that get played out through anxious overtones of a myriad personality.
It is in unconscious regression to known ways of operation that past learning deceives us. Phenomena of emergent nature are not the same as problems of yesterday. The teaming paradox related to learning is this : The capability to get past setbacks and the resilience to successfully overcome constraints is not a stored capability, but a capacity to be explored in interdependence.
What have you experienced in teams of today? What do you see as you look beyond the balloon bursting cracks of pent-up cynicism? And the cake plastering on faces that feign compensation for lack of recognition?