Resentment and Exclusion: The Silent Killers of Team Harmony

How much, or what, friction do we allow in order to grow? 

Resentment and exclusion are emotional states, or ‘felt senses’ in those who do not feel heard, or seen, or have a sense of belonging or that they even matter.   The impact on the team members mental health and engagement is debilitating.  

In fact, the work by Prof Alex Imas at Chicago Booth School of Business shows resentment and exclusion indicates a perception that others have something another desires but cannot have (think promotion, favouritism, etc). 

If unaddressed, they are certain to silently cause team rupture and stagnation.  Like a stagnant pond, the team becomes less capable of supporting life. 

But, dysfunction or disharmony in a team isn’t always a bad thing.  It is not necessarily detrimental, or it need not be, when friction serves a useful purpose.  Obviously, I’m not talking about the friction that ruptures team spirit and cohesion.  But healthy friction, alternative opinions, and playing devil’s advocate can offer ideas and innovations not previously considered. 

I reckon that, in the right circumstances, Dynamic Dysfunction trumps a Static Harmony.   By static harmony I mean a superficial peace, the team is not at the growth edge, even healthy conflict and debate is stifled or avoided altogether in the (misguided) pursuit of keeping the peace. 

In a static harmony environment, we are treading water, and the natural thing to do is to look around for something else to blame when the ripples occur.  This will be when we blame the business, the organisation, the leadership team. ( If I had a dollar for every time I’ve heard someone say “Head Office doesn’t have a clue what is going on!...”) 

It is like comparing a gentle stream to the stagnant pond.  The stream is always moving, clearing itself of pollutants, creating a safe and inviting environment for growth.  The stagnant pond doesn’t like being disturbed, but is not a pleasant place to be in, or even near! 

I work with high performing teams, under high pressure and in fast-moving environments.  I help the team work better together, creating space for dynamic disharmony and healthy friction.  Allowing truth and honesty, healthy boundaries and playing the ball, not the player. 

If you’d like to discuss what that looks like for your team or organisation, please reach out for a conversation.  If you’ve ever spoken with me before, you will know I don’t do the ‘hard sell’ thing, and I would just love to see how I can help.