Post #3528740

2026-04-10 08:08 UTC

Organisational Dysfunction of the Day Passivity in team workshops Context: Workshops are for many a unique opportunity for people to get together and collaboratively work on a problem or a design of something they care about, be it EventStorming, Retrospectives, Design Sprints and such sessions. In larger groups, involving the whole team or even people from different teams, you frequently see people with more formal power join in, be it a team leader, department head, or even a intervening and controlling facilitator, and that often creates an unfortunate dynamic where the participants feel limited and restricted, so much so that many become inactive and passive, and not contributing in a way a way that they could have. Even though they probably really wanted to. OST explains: This dynamic is very common in autocratic hierarchies, where power over something, be it people directly or even a certain subject like architecture, creates a dynamic where people often submit themselves to that person simply because of their position in the hierarchy. And not because of their expertise or good arguments. These emotional anxieties, often unconscious, can take different forms, in this case a dependency on the leader, but can also be a fight/flight reaction or subgroups forming. These are referred to as Bion's basic assumptions, "bas", and the only way to get rid of them and replace it with real productive work is not having an appointed leader present. Always go for DP2 in workshops, regardless of how you are organised otherwise. #OpenSystemsTheory #SocioTechnical #OrgDesign

Replies (1)

@trondhjort@hachyderm.io 2026-04-13 07:08

Organisational Dysfunction of the Day Forming–storming–norming–performing Context: When putting together a new team or making big changes to an existing one, many recommend using Tuckman's "forming–storming–norming–performing" model to turn the team into a coherent and well-oiled unit. It begins with Forming (orientation), moves to Storming (conflict), progresses to Norming (cohesion), and ends with Performing (high productivity). Leaders are advised to manage this process closely as progress is not linear; teams may slip back to previous stages if new members join or goals shift. And conflict is regarded as necessary, as the "Storming" phase is essential to growth. OST explains: Tuckman's model only makes sense in an autocratic bureaucracy, especially those of the Theory X type, and aligns with Taylor's view that people must be managed to perform properly. This is classic DP1 thinking, whereas in the DP2 style, McGregor's Theory Y is the model, which assumes employees are self-motivated, enjoy work, and thrive under trust, empowerment, and autonomy. Grouped into self-managing groups that have designed themselves using Participative Design. No need for either storming or norming; the teams jump right to performing after forming. #OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Open ##3528739