Why does a group behave the way it does, even when certain individuals are replaced? Often, collective patterns are as stable and stuborn as the concrete of St. Peter’s Basilica in Rome. This can lead to poor individual performance and collective underachievement. And this is far from the vision you had as a leader. Everything seemed so well-designed and well-processed, right?
But maybe you aren’t truly leading. So, who or what is?
This question has been on my mind for a long time. As an entrepreneur, but also while helping professionals to see their roles from different perspectives. To fuel my understanding, I explored two corners of psychology that many might argue are outside the traditional scope: family systems theory which is rooted in the thinking of Murray Bowen and defined in the 50’s and Carl Jung's ideas about the collective unconscious.
Realizing that Jung was a student from Sigmund Freud you can say this all is nothing new. Strange that so little people work with it. The central question driving my curiosity was simple: Why do teams and departments with all the right skills and resources still underperform? The answer lies beyond individual performance and in the deeper forces that shape group behavior.
Two concepts helped me unlock these hidden dynamics: a phenomenon called systemic energy rooted in the family systems theory and Carl Jung’s work on the collective unconscious, archetypes and shadow.
Systemic energy and corporate teams
Murray Bowen’s family systems theory suggests that people operate in interconnected systems, where individual behaviors are both influenced by and influence the group. In a corporate setting, teams aren’t just groups of individuals, they’re part of a relational system. Take a marketing department, for example, where one person naturally takes on a leadership role without a formal title. Over time, others relate and rely on this person, creating an informal hierarchy. When issues like a project delay arise, this dynamic can lead to blame-shifting and conflict.
In these cases, the team’s flow of emotions, roles, and responsibilities can get stuck in the informal system clashing with the formal one. Some may unconsciously take on roles like the “hero” or the “scapegoat”. These dynamics can put teams in cycles of underachievement, even when they have the ability to succeed.
Jung’s collective unconscious and team dynamics
Carl Jung’s theory of the collective unconscious offers valuable insights into how teams operate, suggesting that groups share unconscious patterns, or archetypes, that shape their behaviors, decisions, and interactions. These archetypes often influence leadership styles, conflict resolution, and collaboration, even when the individuals within the team are unaware of their presence.
One common archetype is the “hero’s journey” where a single team member unconsciously assumes the role of the savior. This person takes on the responsibility of rescuing the team during challenging times, while others may either support or oppose their efforts. The problem arises when the “hero” becomes overburdened with tasks, leading to burnout, while other team members become disengaged and less involved in the collective effort. Over time, this imbalance can damage team morale and reduce overall productivity.
Another significant pattern is the “shadow” dynamic” where negative qualities or unresolved issues are projected onto others within the team. In corporate settings, this can lead to internal divisions and ineffective communication. For instance, in a sales department, two teams might find themselves in constant competition for resources, with each blaming the other for inefficiency or failure. These projections create unnecessary friction, preventing the group from functioning cohesively and undermining the company's overall success.
The influence of the “collective unconscious” becomes even more pronounced when teams from different cultural backgrounds must work together. Each culture brings its own set of archetypal values, behaviors, and expectations that can either clash or complement one another. For example, a team from a collectivist culture may unconsciously emphasize collaboration and harmony, while a team from an individualist culture may place higher value on personal achievement and independence. These unspoken differences can create misunderstandings and hinder cooperation if not acknowledged.
Bringing awareness to hidden dynamics
For teams to truly thrive, leaders need to recognize these systemic and unconscious influences. Encouraging open dialogue, spotting recurring patterns, and being mindful of both formal and informal power structures are first steps. Building enough trust to dive deeper and reach unconscious and emotional layers is key. By addressing these underlying dynamics, you can foster a healthier environment where teams collaborate more effectively, and individuals feel more connected as whole persons to their roles.
1. Bowen, M. Family Therapy in Clinical Practice
2. Jung, C.G. The Archetypes and the Collective Unconscious
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