Life in an organization is complex. However, if there is a Core Group, the simplest safest way to handle complexity is to pay great attention to what the Core Group say, what they give attention to, and what they do. Staff internalise attitudes of Core Group members and sense their wishes. They may seek to gratify these wishes: probably inappropriately in many cases. So although a small cohesive group is essential for leadership of organizations or divisions, it also poses dangers.
Deepening of relationships can lead to feelings of obligation and over-involvement that are not appropriate within the commercial or organizational context. You can compromise yourself by doing things that are not appropriate within a commercial or organizational context.
Building trust is difficult and can generate vulnerability. So in the effort to ease relating and feel safer, there can be a tendency to clone: i.e. to choose colleagues who resemble you rather than complement you.
Free communication fosters closeness, but also deepens sensitivity to hurting feelings, which can inhibit discussions on certain topics.
Pleasurable joint work in the Core Group can also engender isolation and interfere with the participation and social relations of senior and middle management more widely.
Attribution of specialness can drift into mutual admiration, idealization and favouritism with a reluctance to see and handle character flaws that endanger the group effort.
Capable and loyal colleagues can lead you to become over-dependent on them and their views, distancing or rejecting outsiders who possess expertise that the Core Group lacks.
Unequivocal support can be associated with group folly in which conformity fosters denial and disconnection from reality.
You may find yourself wanting to settle at this Stage: check this out.
If not, go to making the next discontinuous transition,
and then continue the journey to Stage-6: Identifying with alien approaches.
Originally posted: July 2009