Going beneath the surface of your culture
Our perception of the world is shaped by the stories we tell. The stories we tell ourselves create the lens through which we see everything around us. It's why we might misinterpret someone's words or actions—perhaps assuming they dislike us—only to realise later that their behaviour was driven by admiration. As humans, we can’t help but create narratives, even when none exist.
Consider this simple example from Daniel Kahneman’s Thinking, Fast and Slow. He presents two unrelated words: BANANA and VOMIT. Without any effort, your mind will instantly link them, likely forming a story that might even evoke feelings of disgust. In The Science of Storytelling, Will Storr takes this further, arguing that our brains only show us a limited version of reality. Essentially, we only see what our minds allow us to, meaning our perception is heavily influenced by the stories we create.
These self-created narratives become the lens through which we view everything—and everyone. It’s why we can easily fall into the trap of thinking others see the world just as we do. Confirmation bias kicks in, reinforcing the stories we tell ourselves by favouring information that supports our beliefs and dismissing anything that doesn’t.
What does this mean for leadership?
You might be wondering: what does this have to do with leadership and team dynamics?
There are two types of stories at play within your team: the leadership story and the team’s story. Your leadership story is the one you project outward to the organisation. It's performance-driven, professional, and competitive. As the leader, your team looks to you to set the rules, establish norms, and define acceptable behaviours.
Even if you've been promoted from within the team, your relationship with your colleagues shifts once you step into a leadership role. The script you follow changes, and you no longer have full access to the nuances of their experiences. This shift can sometimes create gaps in your understanding.
The iceberg of ignorance
This brings us to Yoshida's Iceberg of Ignorance. According to this concept, leaders are typically only aware of about 4% of the issues within their organisation, while the other 96% lies beneath the surface, known only to middle management, supervisors, and frontline employees. As a leader, your perception is naturally filtered, leaving you blind to the daily experiences that shape the team.
This dynamic also influences group identity. Inside an organisation, there’s often a divide between ‘us’ (the leadership) and ‘them’ (the team). Your personal story evolves as you move between roles, but this shift can also isolate you from the fuller picture of the team’s culture.
The team’s story
Your team also operates under its own script, which tends to be more intimate, supportive, and emotionally charged than your leadership story. There's an inherent separation between you as the leader and them as the team. The two stories coexist, but they rarely fully align.
Even if you were once part of the team, you no longer have full access to their story. What they choose to share with you is always filtered. Just as leaders aren’t aware of the full extent of organisational challenges, employees tend to reveal only a portion of their experiences to management.
This filtering is often a form of self-preservation. Team members may withhold frustrations, conflicts, or challenges to protect themselves, their colleagues, or the team’s cohesion. The unspoken parts of their script remain below the surface, visible only to their closest peers.
Without insight into these hidden dynamics, leaders risk making decisions based on incomplete information, potentially overlooking issues affecting the team’s morale or performance.
A new viewpoint
The first step toward improving team dynamics is acknowledging that, as a leader, you don’t have complete visibility into your team’s story. But what if you could uncover these hidden narratives?
This is where a business psychologist can be incredibly helpful. By analysing team dynamics—such as power imbalances, behavioural patterns, biases, and social norms—I can help uncover blind spots that might otherwise disrupt your team.
Steps to change the script
I developed the SAW framework to help leaders better understand and improve team dynamics. This simple tool can guide leaders and organisational psychologists through the process of uncovering and addressing team dynamics to better align with the organisation’s goals.
One key advantage I bring is my position outside the existing power dynamics within the team. Team dynamics often create blind spots for both leaders and employees. My neutral perspective and trust built through upfront contracting with all parties allow me to observe the culture objectively. This gives me unique insights into underlying issues, behaviours, and group dynamics, helping identify patterns that may be missed by those deeply embedded in day-to-day operations. Here's how I guide leaders through the process:
See – The first step is to uncover what’s happening beneath the surface. This involves identifying implicit biases or unconscious behaviours that influence interactions in ways that aren’t immediately visible. I help leaders spot subtle signs of disengagement, conflict, or dissatisfaction that may be easily overlooked. By recognising these hidden dynamics, the leader and the team gain a fuller picture of the team’s actual state, which is essential for driving effective change.
Be Aware – Once these hidden dynamics are uncovered, the next step is to increase self-awareness and team awareness. Leaders and teams get to understand how their behaviours impact morale, engagement, and effectiveness. Drawing from social identity theory, I help leaders understand how group dynamics influence individual interactions. This awareness helps prevent issues like groupthink or ineffective conflict management.
Write – The final step is to rewrite the team’s narrative. Using the concept of cognitive reframing, I help the team shift how they perceive their behaviours and interactions. Rewriting the story aligns their mindset with evolving goals and values, fostering collaboration and reducing risk. This new narrative helps the team reflect on their shared values and how those values can positively shape their culture.
By guiding leaders through these steps, I help them better understand their team’s dynamics and create an environment where change can thrive. This approach ensures that team behaviours and culture evolve to benefit individual team members and the broader organisation. Ultimately, it helps leaders build a culture that is adaptable, inclusive, and aligned with the organisation’s strategic goals.
