Feature: The Social Journey of a Team

By Timothy A. Edward

In the world of business, success is not built solely on Gantt charts, deadlines, or technical precision - it often takes shape in coffee breaks, awkward silences, and the unspoken tension between team members. While we tend to be obsessed over budgets and timelines, it is often a subtle miscommunication or a toxic personality that causes even the most resilient business structures to come crashing down.

Since a business has different aspects - budget, managing time, risks, technical expertise and more - to be successful, teams have to get this right. Yet, many times, business projects get delayed not for technical reasons, but due to unnoticed social reasons.

Research says that although failure effects and proximate causes can be attributed to the technical, the root causes of failures are mainly social and psychological. According to Dr. Stephen Johnson (NASA), 80 per cent to 95 per cent of failures can be traced back to human error and miscommunication.

Leadership, Communication and Team Building

The social reasons and context within organisations can vary, yet mainly they consist of how team leadership, communication, and team building play with and against these components. We spend a lot of energy, time, and money learning hard and technical skills. But how important are skills like leadership, communication, and team building?

I was recently having a chat with a good friend of mine. He was saying how, during his younger days, one of his bosses trained him in communication, leadership, team skills, and determination. He shared how his boss used to subject them to rigorous routines, making cold calls to establishments in some of the key cities in Sri Lanka. Those early experiences now stand him in good stead.

Team Dynamics and Social Identity

To succeed in management, choosing the right team and nurturing personal relationships is key. It is only natural that we respond positively or negatively to people. But in a business environment, we cannot let our likes and dislikes shape how we interact. We are paid to function as a team to accomplish a common goal or strategic outcome. If we cannot do this within a team due to personal dislikes, we need to drop out.

On the other hand, respectfully pointing out mistakes and shortcomings in senior staff is crucial. Hierarchical structure should not suppress critical conversations. Openness must be encouraged for growth and learning.

Cost of a Toxic Influence

All it takes is one rotten egg to spoil the entire pudding. Likewise, one person with a bad attitude or toxic influence can derail a team’s mission and vision. Often, we underestimate the damage one person can do. But if that person does not change, the entire organisation may suffer. Wise people learn from others’ mistakes - and there are plenty of statistics showing how one toxic person can disrupt an entire organisation.

This is why every individual within an organisation needs to feel valued and safe. Staff must be able to say they belong. They should have hope, meaning, and a sense of continuity. No one should feel harassed, threatened, or intimidated. While female staff harassment is rightly discussed, there are broader toxic dynamics that need attention, too.

Divide and Rule: A Social Manipulation

Unfortunately, some team leads influence others to turn toxic toward their own peers, feeding negativity that damages trust. The age-old tactic of divide and rule is still used by misguided managers chasing personal ambition. Such leads prey on employees nursing grievances - like missed promotions - and weaponise them to create division, disorder, and disrespect.

A wise CEO’s advice? Identify and remove such trouble-shooting heads from positions of authority if the organisation wishes to move forward.

Facing the Cave

The only way to solve unpleasant social context issues is to face them head-on. Do not deny their existence. As Joseph Campbell once said, “The cave you fear to enter holds the treasure you seek.” Teams need to clarify roles, accountability, expectations, and authority. Without this clarity, people fill in the gaps with toxic thoughts and emotions.

Diversity Challenge

We also need to remember: open communication in diverse teams is not easy. It is simpler to work with like-minded people. But how do we work with colleagues who think differently, have different cultural values, language, or training? We must create a conducive atmosphere where people of different talents can work together and learn together.

Behind most failed business projects lie misaligned human dynamics more than faulty formulas or flawed calculations.  Because in truth, projects do not fail - people, when poorly connected, do.