If the organizational leaders are not leading the team and driving proactive communication, that void is filled with negativity, and counterculture is fostered by a faction that is no longer aligned. Even the brightest star on the team can succumb to the “noise” when there is more negative than positive communication. What started as a smart, logistical maneuver to situate business teams, becomes mired in questions, which often begin with, “Why are we here and everyone else is there?” Some might describe this as petty, but anything that distracts from the prime strategic directive and greater team unity can become a cultural roadblock. From this geographic identity, an interesting subculture begins to form, and aberrant behaviors begin to manifest themselves, as communication wanes within a leadership vacuum. So, an entire department is relegated to one portion of the building, maybe even to a single floor. A good example of this is something as simple as the location of an employee’s desk, cubicle or office.įor instance, a leader might place members of a team in offices that appear to satisfy an operational objective, such as estimation or project management. Without diligence, individuals cling to the wrong vestiges, creating and perpetuating an almost toxic culture. It is as if the offense and defense on the same team are pit against one another in a fight that no one wins.Īs much as the construction industry relies on teams to manage projects, lead business units and drive customer value, it is these same teams that require careful management, integration and coordination. However, as groups use data to help support their strategy, there can be a tendency to look across the aisle, creating angst and competition that breeds dissent. Businesses align with their markets and service offerings. Identifying as a business unit competitor-Service department versus construction medical versus commercial private versus public.Regardless of distance, the local brand hardly resembles that of the other offices, creating an alter ego entirely. Identifying with geographic location-Many organizations have satellite offices, and it is these satellites that create an identity, often shunning that of the home office.
Identifying as a group rather than a team-An employee having stronger loyalty to the estimating department than the company as a whole is like a defensive unit on a football team focusing more on their statistics than the overall score of the game.Leaders may notice that this search for identity can create some hindering behaviors, some of which include: Ironically, it is that need to be part of a tribe that shapes one’s individuality. There exists a deep-rooted, primal need for belonging that helps individuals craft their identities. Whether it is the sense of pride shared among field leaders or departments within an organization, there always appears to be a need for individuals to identify with a cause, group or team. This same dynamic can be observed throughout many different organizations. While the scoreboard recognizes the ultimate measure of success, players celebrate the small victories that occur through turnovers, fumbles, etc. Look at how many college football teams have group incentives for units like the defensive squad. Sports teams are a great example of this.įor instance, coaches work to instill a deep sense of unity across the entire team, which is often subdivided into smaller groups, such as offense, defense, infield, outfield, pitchers, etc.Įven among these smaller units, there can exist a deep level of camaraderie. Sure, there are always those who live in solitude, interacting little with the outside world, but most of humanity seeks community, conversation and connectivity.
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