SHADOWS OF COLLABORATION: WHY STRATEGIC INITIATIVES FAIL

In a constantly changing corporate landscape, where innovation and competitiveness are imperatives, collaboration is not just desirable; it is a matter of survival. However, one of the most insidious barriers that arise in multifunctional initiatives is the defensiveness in team attitudes. While leaders often see collaboration as a means of synergy and progress, it is unfortunately not uncommon for teams to perceive it as a threat to their identity and space. How many times have you found yourself in a situation where collaboration felt more like an ego battle than an opportunity to join forces? In environments where defensive interactions prevail, this dynamic becomes a significant obstacle to organizational advancement.
Studies show that companies that prioritize collaboration not only improve financial performance but also enhance customer satisfaction. According to a report from Harvard Business Review, organizations implementing collaborative practices experience a 20 to 25% increase in employee productivity. Furthermore, positive outcomes in financial accountability and sustainability are observed across various sectors. Retail, technology, and service companies have utilized collaboration as a fundamental strategy to innovate, adapt to new customer demands, and outpace competition.
Recently, during an Organizational Cognitive Behavioral Development (OCBD) process in a large communication technology company I will call ER, I observed an emblematic case. The leaders of the organization decided to launch a maintenance and support program for one of their new products, a project with the potential to open a significant revenue stream and essential to the company’s growth strategy. The success of this program depended on the ability to integrate the support service with the sales process, and the leaders were aware that collaboration between the sales and support teams was crucial to achieving this goal.
With this understanding, the company leaders called a meeting to unite the sales and support teams, highlighting the financial and strategic relevance of the new program. An action plan was established with clear goals and defined deadlines. To encourage engagement, specific incentives were created, and experienced leaders were appointed for each team, ensuring that the necessary resources were available. After this preparation, the collaboration was launched with great expectations.
However, soon after the initiative was launched, significant challenges began to emerge. The sales and support teams proved unable to collaborate effectively. Instead of working in synergy, they opted for isolated decisions, moving away from crucial dialogues that impacted both sectors. Information sharing was scarce; when data was exchanged, it was in such heterogeneous formats that it became practically incomprehensible. As a result, the goals set for the project were not achieved, ultimately leading to the abandonment of the initiative.
The leaders were stunned. They had implemented all relevant strategies to ensure a successful start, and everyone seemed committed to the cause. However, as Patrick Lencioni highlights in his work The Five Dysfunctions of a Team, the absence of trust among team members can create a defensive environment in which individuals feel inhibited from expressing opinions or collaborating fully. In this scenario, defensiveness not only obstructs collaboration but also stifles innovation, resulting in substantial harm to the organization.
In light of this situation, I posed a central question to the team: what, in fact, happened? Beyond meticulous planning, what blocks teams from overcoming their internal barriers and collaborating effectively toward a common goal? The answer may lie in the emotional dynamics and subjective perceptions that shape the organizational culture. It is essential for both leaders and employees to confront these dynamics, fostering an environment of trust and openness, crucial for the success of collaborative initiatives.

Unraveling the Challenges

In my fourteen years as an OCBD professional, I consistently seek insights from my clients about the factors that determine the success or failure of collaboration among teams. During five of those years, while pursuing my doctorate, I focused on three global companies and conducted nearly a hundred interviews with managers and employees. These companies faced significant challenges in promoting interdepartmental collaboration, which, as I have mentioned, is an increasingly crucial skill in today’s corporate environment.
A constant in the conversations I had was the visible despair of some leaders, who often found themselves in a true impasse. They looked at their teams, filled with questions and frustrations, trying to understand why their initiatives were not progressing as planned. Each situation had its peculiarities; however, the origin of the problems always seemed to point to a common cause, which I term the “Shadows of Collaboration.”
These “Shadows” emerge as the effect of a limited perception of the communication and interaction challenges within the organization. Decisions are often made in isolation, disregarding the systemic impact, which can lead to demotivation and ultimately the collapse of projects that had every potential to thrive. Peter Senge, in his acclaimed book The Fifth Discipline, highlights this well by emphasizing the importance of adopting a systemic view — understanding that seemingly disconnected problems may, in fact, be part of an underlying pattern.
Leaders, when faced with these invisible barriers, reveal an urgent need to develop a deeper understanding of the interrelations and dynamics that sustain organizational culture. After all, as Senge points out, “we are part of a web of interactions,” and true wisdom lies in recognizing that no event occurs in isolation. Therefore, to overcome the “Shadows of Collaboration,” it is essential to cultivate practices that promote genuine dialogue, collective learning, and a comprehensive perspective on human interactions and their consequences.
A clear example of this phenomenon occurred at ER, where I had the opportunity to closely observe how the sales team and the product development team found themselves in open conflict during the launch phase of a new product. The sales team, pressured to meet aggressive targets, constantly criticized development for not quickly meeting market demands. In response, the development team felt attacked and defensive, arguing that the requests were often unrealistic and poorly defined.
To address this situation, the leaders intervened decisively, promoting a series of joint meetings where each side could express their concerns and needs without fear of retaliation and without the intention of assigning blame or finding culprits. Through structured mediation, team members were encouraged to share not only their frustrations but also to collaborate in creating a realistic timeline and a clear set of priorities. For this, I suggested, for example, adopting OKRs (Objectives and Key Results), which brought clarity and alignment between the teams. By establishing shared strategic objectives and key performance indicators, both groups began to work with a common focus, reducing ambiguities and increasing transparency in the collaboration process.
Moreover, drawing inspiration from Peter Senge’s ideas on systemic thinking, I also instructed the leaders to use causal loop diagrams to help teams visualize the interconnections between their actions and organizational outcomes. This exercise allowed each department to understand how their decisions impacted other sectors, creating a deeper collective awareness of the importance of collaboration. Note that such simple ideas enabled a new alignment and generated a collaborative environment where mutual respect and interdependence were valued, leading everyone to work together toward a common goal.
Here, I recall a study by McKinsey & Company, which demonstrates that companies with an effective collaboration culture can be up to 25% more productive. However, it is alarming to find that many leaders still do not recognize the importance of cultivating trust and openness among their teams. Instead of fostering an environment that encourages the exchange of ideas and collective problem-solving, using tools that facilitate this integration, they often end up reinforcing organizational silos where defensiveness prevails.
Therefore, in analyzing these challenges, it is crucial to address what prevents teams from overcoming their internal barriers and collaborating effectively toward common goals. The first step is to identify and confront the “Shadows of Collaboration,” promoting an honest reflection on the emotional dynamics and perceptions that influence interaction within the organization.

Unveiling the “Shadows of Collaboration”

At the heart of the problem lies the way leaders approach the planning of collaborative initiatives, a challenge that manifests across all organizations, from information technology to the food industry and beyond. Often, the emphasis is not only on logistics, processes, and goals—an understandable focus but far from sufficient. What many fail to consider is how teams perceive this request to work together. When faced with the need to break down barriers, share information, and relinquish some of their autonomy, teams may feel that their value and relevance are being challenged, regardless of the industry in which they operate.
This sense of threat often arises from a lack of clarity regarding each collaborator’s role as part of a larger system, whose mission is to ensure the company’s success. Few leaders effectively communicate how members should understand their functions and their importance in the collective context. This absence of guidelines provokes a series of internal questions, such as: “If collaboration suggests that my team is no longer indispensable, what will our fate be?” or “How will our reputation be affected if we become overly cooperative?” In response to these concerns, many teams instinctively turn inward, adopting a defensive posture that prioritizes the protection of their own interests and the minimization of risks, to the detriment of a genuinely collaborative environment.
This defensive behavior not only impacts collaboration but reverberates throughout the organization. When teams are reluctant to cooperate, they may be labeled as “unreliable” or “ambiguous.” These negative evaluations not only undermine future collaborative efforts but also create a climate of distrust that inhibits innovation and creativity.
Here, it is worth bringing in some behavioral psychology: in Amy Edmondson’s research on psychological safety, she emphasizes the need for an environment where collaborators feel comfortable expressing their concerns and taking risks in collaboration without fearing retribution. In this sense, trust emerges as a vital asset. Patrick Lencioni, founder and president of The Table Group, an organization dedicated to providing ideas, products, and services that enhance business health, highlights that the lack of trust in interpersonal relationships intensifies these defenses, creating a vicious cycle that makes teams even more reluctant to collaborate. An environment where trust is fragile results in a perception of vulnerability, causing teams to close off rather than open up to dialogue and co-creation.
On the other hand, trust can be built through transparent and genuine interactions, where teams feel valued and respected. This requires a continuous commitment from leaders to cultivate a safe space where everyone’s voices are heard and failures are seen as opportunities for learning. The practice of feedback meetings, for example, can be an effective strategy, where each member is encouraged to share experiences and suggestions, fostering a mutual learning environment.
Therefore, the effectiveness of collaborative initiatives requires a holistic approach. Leaders must transcend mere logistics and results, also focusing on the emotional dynamics that shape teams’ willingness to collaborate. This implies creating an environment that favors transparency, where teams can openly discuss their concerns and see collaboration as a step toward growth and innovation, rather than a threat to their autonomy.

Threat to Sustainability
It should already be clear that collaboration is not just a strategy; it is a critical necessity for survival in a rapidly changing business environment. As Patrick Lencioni aptly put it, “trust is the foundation of collaboration.” Without this foundation, collaborative initiatives can crumble under the pressure of emotional dynamics and individual insecurities.
Let us consider TD, a client located in the interior of Rio Grande do Sul, which, faced with an unforgiving market, decided to implement a bold collaborative initiative. This experience illustrates the common challenges faced by organizations like ER, which I mentioned earlier, that also found itself at an impasse while trying to foster collaboration.
The genesis of the initiative at TD was driven by increasing pressure, not only from nimbler competitors but also from a constantly evolving sector, where the ability to innovate and rapidly adjust to new market demands became crucial. Studies show that in dynamic environments, companies that fail to adapt to changes in consumer preferences and new technologies can lose a significant portion of their market share in a short time. Aware of this reality, the senior leaders at TD decided to unite the risk management team—carriers of crucial knowledge about risk assessment and structuring—with the business line teams, who managed various products in their pre-and post-structuring phases.
However, this proposal generated palpable discomfort among the members of the risk management team, who viewed risk management not only as a function but as the essence of their professional identity. The proposal for collaboration raised deep concerns: by allowing other teams to take on traditional responsibilities, wouldn’t they be compromising their relevance? As researcher Brené Brown points out, “vulnerability is the birthplace of innovation, creativity, and change.” But this perception of vulnerability can be a significant barrier for teams that fear for their position.
This scenario illustrates fundamental behavioral issues that often affect team dynamics. The influence of emotions on reactions to the new collaborative proposal is undeniable. When challenged to work together, teams often feel that their skills and experiences are being minimized. According to Self-Determination Theory, this perception of a loss of autonomy can lead to defensive behaviors, where individuals close off in their roles, aiming to protect their areas of expertise. This defensiveness not only obstructs effective collaboration but also limits the potential for innovation and growth within the organization.
Moreover, concerns about external perceptions can intensify this defensiveness. If a team is seen as less cooperative, its internal reputation may suffer, complicating future collaborations. This vicious cycle of distrust and insecurity, if not addressed proactively, can become significant barriers to organizational progress. It is imperative that leaders not only recognize these emotional dynamics but also cultivate an environment that favors vulnerability and openness. Only then can teams feel secure enough to collaborate authentically and effectively.

SENSE OF BELONGING

At the core of collaborative effectiveness, the sense of belonging emerges as a fundamental element for cohesion and motivation within teams. This feeling, which goes beyond mere inclusion, allows individuals to connect deeply with the organization’s mission and with each other. When team members feel they are part of something greater, their willingness to collaborate and innovate increases significantly. Within this context, the sense of belonging manifests in three crucial dimensions: identity, legitimacy, and autonomy. Each of these plays an essential role in how teams perceive themselves and their relationship with the organization. For any leader seeking to cultivate a healthy collaborative environment, it is essential to understand the importance of these pillars and how they influence work dynamics.

• Identity refers to how the team defines and recognizes itself within the organizational context. This definition is not merely a matter of labels; it is an existential element. Having clarity about what the team represents provides a sense of purpose and a point of anchorage within the organization. For example, an innovation team may see itself as a pioneer and catalyst for change, which not only strengthens its internal cohesion but also makes it more resilient in the face of challenges.
• Legitimacy, on the other hand, is the external recognition of the team’s value and validity. A team whose contribution is perceived as essential to organizational goals tends to feel more valued and motivated. For example, sales teams that receive positive feedback about their impact on company goals experience an increase in their legitimacy, reinforcing their confidence and engagement.
• Autonomy is vital. Teams should not only know who they are and be recognized, but they should also have the capacity to act independently, define their own work processes, and implement changes. Autonomy allows teams to exercise control over their areas of responsibility and resources, which is crucial for empowerment and the achievement of their goals.

These three dimensions are interconnected and depend on the teams’ ability to “own” a territory—whether in terms of responsibilities, resources, or reputation. This sense of ownership provides a platform for teams to define themselves and stand out, while also ensuring the authority necessary for decision-making.
A practical illustrative case occurred at TD, where, when asked to collaborate, the risk management team felt threatened. This perception resulted in a negative response to the proposed collaboration, with the risk management team reporting that the business lines were “making too many mistakes.” The lack of communication and understanding between the teams culminated in a process that was more cumbersome than necessary, reflecting a ‘counter-collaboration’ instead of the expected collaboration.
The main responsibility for this failure did not fall on the teams but rather on the leadership. Instead of assessing how the proposed collaboration might be perceived as a threat to the teams’ sense of security, the leaders rushed forward, resulting in an environment of distrust.
Thus, the lesson is clear: leaders who aspire to foster collaboration must, from the outset, consider the potential threats to the teams’ security. How can collaboration be seen as disruptive? What strategies can be implemented to dispel these feelings of threat? The answer to these questions is vital for creating a healthy and productive collaborative environment.
MINIMIZING RESISTANCE TO COLLABORATION
To cultivate effective collaboration among teams, it is essential to identify and mitigate any resistance that the initiative may evoke. This approach should be implemented across the three interrelated dimensions we discussed earlier: identity, legitimacy, and autonomy.
1. STRENGTHENING IDENTITY

Have you ever wondered why some teams achieve extraordinary levels of performance while others seem to stagnate, even possessing similar technical skills? The answer may be less related to individual competence and more linked to a factor often overlooked: the sense of belonging. Studies reveal that when employees feel truly recognized and valued, productivity can increase by up to 56%, while creativity flourishes. In this context, the team’s identity becomes the foundation upon which collaboration rests. But how, exactly, can we cultivate an environment where each member feels admired, respected, and, above all, part of something greater?
Strengthening a team’s identity is essential for promoting effective collaboration. The first step is to develop a sense of belonging, where each individual feels recognized. To achieve this, it is vital that leaders and organizations adopt practices that reinforce both individual and collective appreciation. In this regard, I want to mention some authors whose principles can transform the workplace into a richer and more satisfying experience. Here are some suggestions, with relevant references to support these concepts:

• Recognition and Valuation: It is essential that leaders and peers recognize individual contributions. Public recognition, whether in meetings or through internal communications, can boost employees’ self-esteem and solidify their place within the team. As author Susan Cain highlights in her book Quiet: The Power of Introverts in a World That Can’t Stop Talking, valuing individualism and each member’s contribution is crucial for creating an environment where everyone feels comfortable expressing their ideas and skills.
• Continuous Feedback: Implementing a culture of continuous feedback helps employees feel valued and respected. Organizational psychologist Kim Scott, in her book Radical Candor, emphasizes the importance of providing sincere and constructive feedback, combining genuine concern for the person’s well-being with honesty in evaluations. This not only promotes an atmosphere of trust but also encourages growth and continuous improvement.
• Autonomy and Empowerment: Providing space for employees to make decisions and actively contribute to projects fosters a sense of belonging and responsibility. Daniel Pink, in his book Drive: The Surprising Truth About What Motivates Us, argues that autonomy is one of the three main motivational factors, alongside mastery and purpose. When employees feel they have control over their work, they tend to commit more to the team and organizational objectives.
• Celebration of Diversities: Celebrating diversity within the team, including different perspectives, experiences, and backgrounds, strengthens collective identity and makes every employee feel valued. Michele Gelfand, author of Rule Makers, Rule Breakers: Tight and Loose Cultures and the Secret Signals That Direct Our Lives, speaks about the importance of understanding and respecting cultural and individual differences as part of team cohesion.
• Culture of Inclusion: Creating an environment where everyone feels comfortable expressing their opinions and feelings is fundamental. The Harvard Business Review’s work on “The Importance of Inclusion” and the article I wrote “More Than Diversity, There Must Be Inclusion” underscores that inclusive teams not only achieve better results but also promote greater satisfaction and engagement among employees.

Furthermore, to diagnose threats to a team’s identity, it is necessary to understand how each group perceives itself. For this, it is vital that leaders ask provocative questions that help reveal the essence of their teams. Some questions to consider include:

• What does each team value? Identifying core values can reveal what motivates and unites members, providing a solid foundation for collective identity.
• What is the team proud of? Collective pride is a powerful catalyst for collaboration, and understanding this aspect can enhance commitment and group cohesion.
• What characteristics distinguish it from others? Understanding each team’s uniqueness helps reinforce its identity and appreciate its specific contributions.
• How do members present themselves to stakeholders and clients? External perception influences how teams view themselves internally and how they construct their identity in relation to the organizational environment.

Understanding these perceptions is essential for evaluating how the core elements of collaboration can impact collective identity. Social psychologist Henrietta Leavitt (2022) emphasizes that group identity not only influences internal dynamics but also shapes how teams interact externally. A clear understanding of identity can prevent distortions in interdepartmental relationships, ensuring that collaboration is not seen as a threat to the group’s integrity but as an opportunity for growth.
Additionally, it is crucial for leaders to consider the changes that collaboration may bring and how they can impact the team’s identity. Here are some critical questions to reflect on:

• How will existing processes and resource allocation change? Changes can create uncertainties that affect the team’s perception of its role and identity.
• Could new work dynamics obscure or distort the team’s identity? Anticipating the side effects of collaboration is vital to ensure that identity is not compromised.
• Might teams feel they are preparing to train potential replacements? This perception can create resistance and defensiveness, jeopardizing engagement and collaboration.

Experiences from leaders who have addressed this issue exemplarily can serve as a guide. These leaders prioritized their teams in areas closely associated with their identity, even if those areas were not directly related to the new initiative. By doing so, these leaders made explicit the connection between the teams and their areas of expertise, reinforcing their value and importance.
Symbolic initiatives can be particularly powerful in strengthening teams’ identities. Some effective practices include:

• Celebrations of Collective Achievements: Recognizing and celebrating successes not only boosts morale but also reinforces the team’s identity, providing a sense of shared accomplishment.
• Training Programs: Investing in developing team members’ skills not only reinforces their legitimacy but also demonstrates a commitment to their growth and appreciation.
• Personalization of Workspaces: Allowing teams to adapt their physical environment can enhance their sense of belonging and security, contributing to a stronger identity.

Recognizing publicly the crucial role that a team plays in fundamental areas to its essence is a vital strategy to minimize threats to identity. By adopting these practices and reflections, leaders can create an environment where collaboration thrives, minimizing resistance and maximizing collective potential.

Connecting Identity with Purpose:

A robust team identity does not exist in a vacuum; it must be aligned with the greater purpose of the organization to truly inspire and motivate. When team members understand how their individual and collective contributions fit into the company’s overall mission, a stronger sense of meaning and value emerges.
Imagine a team that not only understands its daily goals but also how those goals contribute to a broader impact. For example, in an organization focused on sustainability, a design team developing eco-friendly products may feel even more engaged upon realizing that their work helps protect the planet for future generations. This connection between identity and purpose creates an environment where engagement is not limited to task completion but is driven by a shared belief in the significance of their work.
To strengthen this connection, leaders can:

• Communicate the Purpose in an Inspiring Way: Ensure that the organization’s mission is communicated in a way that resonates with the team. Stories, tangible examples, and celebrations of achievements that reflect the greater purpose can make the mission more concrete and inspiring.
• Align Individual and Collective Goals with Purpose: Encourage team members to reflect on how their personal and career goals align with the organizational purpose. This helps integrate the team identity with a deeper commitment, making the work more meaningful.
• Reflect on the Impact of Work: Periodically, gather the team to discuss how their achievements contribute to the company’s purpose. These sessions can be an opportunity to reaffirm the group’s identity and reinforce the value of each individual’s contributions.

Many companies that have adopted this approach have seen an increase in employee engagement and motivation. For example, companies like Patagonia highlight their greater purpose — environmental protection — in all aspects of their operation, which reflects in the passion and commitment of their teams. By connecting the team’s identity with the organizational purpose, you not only strengthen the sense of belonging but also inspire a genuine commitment that transcends individual goals.

The Dilemma of Self-Confidence versus Competence

Discussions about identity in teams are intrinsically linked to the dilemma of self-confidence versus competence, a theme deeply explored by Adam Grant in his book Think Again. Grant emphasizes how people often feel overwhelmed by self-confidence that does not match their actual competence, a phenomenon that can compromise the success of collaborations. This disproportion between self-confidence and competence impacts not only the effectiveness of teams but also shapes the organizational culture of a company.
Grant presents four archetypes — the shepherd, the lawyer, the politician, and the scientist — that illustrate different forms of leadership and engagement, each revealing a unique approach that can influence collaboration dynamics:

• The Shepherd: This archetype is defined by the ability to inspire and motivate. A leader who acts as a shepherd mobilizes their team to face challenges, fostering an environment of support and trust. Their self-confidence in dealing with adversity encourages team members to feel more secure in their own competencies.
• The Lawyer: This type of leader fervently advocates for their convictions. During a meeting, the lawyer may question the group’s decisions, raising crucial points. However, this assertiveness must be balanced by humility, avoiding the trap of excessive self-confidence, which can lead to defending ideas without critical reflection.
• The Politician: The politician is a master at navigating social dynamics and building alliances. In a collaborative project, they manage to align different interests and ensure that everyone feels heard. However, their ability to influence must be complemented by a constant evaluation of their own competencies and the contributions of others.
• The Scientist: This archetype seeks truth based on evidence, promoting a culture of learning and adaptation. A leader who adopts this stance encourages the team to question assumptions and experiment with new approaches, recognizing that true competence arises from the willingness to learn and adapt.

Grant argues that true wisdom lies in the ability to constantly reassess our beliefs and assumptions. In reflecting on these archetypes, it is crucial for leaders not only to recognize and value each team’s identity but also to create a space where individual competencies can flourish and align with collective goals.
Exploring the archetypes leads us to consider how each of them relates to self-confidence in the face of competence. The shepherd archetype often stands out as a figure who inspires trust and security in others, serving as a beacon in times of uncertainty. In contrast, the lawyer, who must articulate and defend their convictions, often faces internal challenges related to insecurity, struggling to assert their ideas in an environment that values contestation. This dynamic opens a fertile space for discussing the nuances of vulnerability and courage that characterize each role, highlighting that self-confidence is not a monolithic quality but rather a complex tapestry woven from personal experiences and social contexts.
As we turn towards the crucial discussion of reaffirming legitimacy and reassessing autonomy, I invite you to reflect: “True collaborative success springs from the synergy between self-confidence and competence, creating an environment where every voice resonates and every contribution is recognized as legitimate.” This assertion underscores that confidence and skill are not merely complementary but constitute fundamental foundations in building a sustainable and fruitful collaborative future.

Impact of Organizational Culture

Organizational culture has a profound influence on how self-confidence and competence are perceived and cultivated. In environments where experimentation and continuous learning are valued, self-confidence becomes an opportunity for growth, fostering a mindset of innovation and resilience. In these contexts, failing is not seen as a sign of weakness but as a natural step in the learning process. By fostering a climate of psychological safety, organizational culture allows employees to feel comfortable exploring new ideas and developing their skills without the paralyzing fear of failure. Thus, the ability to rise again in the face of challenges is not only encouraged but celebrated, transforming self-confidence into a driving force for collaborative excellence.

Critical Identity Reflection

I invite you to reflect on your own perceptions of self-confidence and competence. How do these perceptions impact your collaboration with others? Do you see yourself more as a shepherd, a lawyer, a politician, or a scientist in your work environment? This self-assessment is crucial for building an organizational culture that respects individuality and fosters collaborative excellence.
To help with the practical application of these concepts, try this simple exercise:

• Self-Assessment of Archetypes: Make a list of the characteristics of the four archetypes (shepherd, lawyer, politician, and scientist) and think of examples of situations where you acted in accordance with each one. Ask yourself: Which of these roles feels most natural to me? How can I balance my approach to strengthen collaboration within my team?
• Mapping Team Values: Organize a meeting where your team members can discuss what they value most in their work and what motivates them. Use provocative questions such as “What achievements make you proud to be part of this team?” or “What makes our team unique, and how can we celebrate that?”
• Constructive Feedback Exercise: Based on the principles of continuous feedback, ask team members to share something they admire about a colleague and something they believe could be improved, in a respectful and constructive manner. This can help create an environment of trust and development.
• Inspirational Case Studies: Consider studying cases of companies that have successfully transformed their organizational culture by valuing belonging. For example, Company X implemented a practice of celebrating diversity, resulting in a significant increase in engagement and creativity.

By implementing these exercises, you begin to build a more inclusive and collaborative work environment. Remember, the goal is not only to reflect on these concepts but also to apply them practically to maximize your team’s potential.

2. REAFFIRM LEGITIMACY

The acceptance of collaborative initiatives is an imperative that demands the constant reaffirmation of the legitimacy of the teams involved. This process can be segmented into two essential stages. Initially, it is vital to contextualize the situation within a broader perspective, reflecting on the reason for each team’s existence and the significant contributions they bring to the organization. Fundamental questions must be addressed: what is the purpose of this team? What are its main contributions, both tangible and intangible, to the organizational collective?
With these reflections in mind, it is necessary to re-examine the critical tasks and credit division that arise during collaboration. Is there congruence between the assigned tasks and the team’s fundamental purpose? If the answer is positive, it is crucial to recognize the potential threat to legitimacy that may arise from this alignment. An effective approach is to publicly reiterate the importance of the team, highlighting its unique value within the organizational structure. Clear and consistent messages are even more essential in the early stages of any collaboration and should be accompanied by ongoing support and recognition for the teams involved.
An illustrative example of this phenomenon can be found in a project I conducted at a renowned construction company, which I will refer to as CI. Facing a challenging scenario marked by a downturn in sales across the sector, the company’s leaders identified an opportunity for market expansion by stimulating demand for innovations in their products and services. To implement this strategy, an unprecedented collaboration was established between the sales team—responsible for capturing and influencing demand—and the design engineering team—tasked with envisioning new uses for existing products.
The plan was for the sales team to identify potential clients for these new uses, accompanied by members of the engineering team during visits. The engineer, in turn, would follow up directly with clients, and if there was interest, the sales team would be reintegrated into the process to finalize negotiations. However, what seemed to be a promising strategy transformed into a battlefield of perceptions and identities.
The sales team, feeling threatened in its role as the intermediary between the company and the clients, resisted change. Simultaneously, the innovation engineering team believed that their creative contribution was being undervalued. This dynamic resulted in a cycle of distrust that undermined the effectiveness of collaboration.
Fortunately, CI’s leaders quickly recognized the threats to identity and legitimacy that were manifesting. They took the initiative to organize a joint meeting where they publicly reaffirmed the vital importance of both teams. They acknowledged the sales team’s ability to cultivate relationships with clients and highlighted the crucial role of the engineering team in generating innovations. By clarifying that the engineers’ participation in visits was not limited to selling but to field research for new ideas, they promoted a new understanding between the parties.
This simple but significant act of validation not only eased tensions but also restored a sense of purpose and cohesion. As a result, the sales team became more proactive in analyzing client lists, while the innovation engineering team began to engage more intensely in meetings, feeling recognized and valued. The gesture of recognition, aligned with what Adam Grant emphasizes in his book “Think Again,” illustrates the importance of validating the unique contributions of each team, promoting a healthy collaborative environment.
The leaders at CI understood that “words do not move mills” and remained committed to supporting and nurturing this collaboration. They reaffirmed not only the authority of both teams but also their identity and legitimacy in the process.
The acceptance of collaborative initiatives should not be seen merely as an operational goal; it is an emotional and cultural imperative that underpins the effectiveness of inter-team relationships. For this acceptance to materialize, it is essential to reaffirm the legitimacy of the teams involved. This process can be systematized into three fundamental steps:

• Comprehensive Contextualization: The first step requires immersion in the identity and function of the team within the organizational ecosystem. Leaders must ask themselves: what is the true reason for this team’s existence? What are its contributions not only tangible but also intangible to the organization? This reflection should not be limited to the immediate but consider the historical and future impact of the team. Edgar Henry Schein, recognized as one of the most prominent psychologists in the field of organizational development, argues that organizational culture is shaped by the perception of the role each group plays, thereby influencing the legitimacy and morality of collaboration.
• Critical Reassessment of Tasks and Contributions: After contextualization, it is imperative to conduct a meticulous analysis of the tasks that emerge within the collaboration. Provocative questions should guide the process: do these tasks resonate with the team’s reason for being? Is there a clear intersection between individual contributions and collective objectives? This reassessment should highlight not only what is at stake but also the potential consequences of not addressing concerns about legitimacy. Patrick Lencioni’s work warns us of the danger of dysfunctional teams, where a lack of clarity can generate distrust and resistance, undermining collaborative effectiveness.
• Assertive Communication and Continuous Recognition: Recognizing each team’s contributions must be an ongoing effort, not a one-time event. It is vital that leaders publicly communicate the importance of each group, especially during the early stages of any new collaborative initiative. The language used should be inspiring and inclusive, creating an environment where everyone feels valued. This recognition should be accompanied by adequate support and resources, as suggested by Adam Grant, emphasizing that validating the unique contributions of each team fosters a conducive environment for collaboration.

Reaffirming the legitimacy of teams transcends a simple organizational strategy; it is an essential practice that nurtures trust and cohesion. By integrating a clear methodology and learning from inspiring examples, such as that of CI, leaders can build an environment where collaboration becomes a driving force capable of overcoming challenges and generating exceptional results. Every action, every recognition, and every dialogue become building blocks in the construction of a robust organizational culture, where legitimacy is not only recognized but celebrated.

3. REASSURE AUTONOMY

To analyze whether a collaborative initiative compromises a team’s sense of control, it is necessary to identify the areas where that team exercises autonomy and decision-making rights. Ask yourself: in what topics, processes, equipment, and decisions is this team responsible? These categories define the “reference.” Next, consider how collaboration might require shared control or, in some cases, create uncertainties.
If there is any overlap, even partial, between the team’s areas of control and the new collaborative processes, one might infer a threat to control. An effective approach to resolving this dilemma is to identify other areas—regardless of whether they are disconnected from the main initiative—where you can strengthen the team’s control and autonomy.
At CI, the leaders noticed that the innovation engineering team was concerned about losing their control due to the unpredictable amount of time and resources consumed by sales activities. To mitigate this insecurity, they offered the team greater autonomy in a project that focused exclusively on innovation. Although they were still expected to participate in client visits and contribute to the development of alternative products, this new autonomy in a parallel project mitigated the sense of threat, fostering more positive engagement in collaboration. Thus, the teams learned to trust the initiative, recognizing that mutual respect for their roles and autonomy was essential for collective success.
To ensure that a collaborative initiative does not compromise a team’s sense of control, it is imperative to follow a systematic guide that allows for the identification and mitigation of potential threats. Reassuring control is a critical component in building a healthy and productive collaborative environment. Here is a step-by-step guide that can be followed:

Step-by-Step Guide to Identify and Mitigate Threats to Control
• Identification of Autonomy Areas: The first step is to map out the areas in which the team exercises autonomy and decision-making power. Ask yourself:
o What processes does the team control?
o What equipment is managed by them?
o What decisions is the team responsible for?

These categories will form the “reference” for understanding where the team’s control resides.

• Assessment of Collaboration: Consider how the proposed collaboration may require shared control. Question:
o To what extent do the new collaborative processes overlap with the team’s control areas?
o What uncertainties might arise with the implementation of collaboration?

Identifying these overlaps is crucial for understanding the control dynamics at play.

• Strengthening Autonomy: If there is significant overlap in control areas, it is vital to find other areas—even if disconnected from the main initiative—where the team can strengthen its control and autonomy. This may include:
o Assigning new projects that fall within the team’s control sphere.
o Creating space for the team to develop independent initiatives.

• Communication and Feedback: Establishing an open communication channel is fundamental. Teams must feel that their concerns about control are heard and respected. Holding regular meetings to discuss the progress of collaboration and address any insecurities helps build trust.
• Celebrate Achievements: Publicly recognizing the team’s contributions and celebrating the successes achieved strengthens the sense of control and belonging. This reiterates the importance of the team in the larger context of the organization.

CI’s Story: Strengthening Trust Through Autonomy

At construction company CI, leaders faced a significant challenge when they noticed that the design engineering team felt they were losing control over their responsibilities due to the unpredictable amount of time and resources demanded by sales activities. This situation created a sense of insecurity that could compromise both collaboration and team morale.
To mitigate this insecurity, CI’s leaders made a strategic decision: to offer the engineering team greater autonomy in a project that would focus exclusively on innovation. Although engineers were still expected to participate in client visits and contribute to the development of alternative products, the new parallel project allowed them to work on their initiatives without the pressure of sales activities.
This approach not only helped reassure the engineering team’s control but also fostered a trusting environment. The team began to realize that mutual respect for each other’s roles and autonomy was essential for collective success. The engineers, now more engaged and confident, started collaborating more effectively with the sales team, recognizing that by strengthening their own competencies, they were contributing to the success of the organization as a whole.
This transformation is a clear example of how autonomy can be a powerful tool for reassuring control and fostering collaboration. By creating a space where teams can operate with freedom and confidence, CI not only mitigated threats to control but also established a collaboration model that valued the unique contributions of each member.

EXAMINE YOUR COLLABORATION SHADOWS

Finally, I want to make it clear that when undertaking collaborative initiatives, it is crucial for leaders to pay attention to the emotional and identity nuances that these changes may evoke in teams. Often, the pursuit of efficiency and tangible results leads to a neglect of the psychological needs of collaborators, generating insecurities and defensive attitudes that can ultimately undermine the success of collaboration.
A telling example is that of the company ER, which, in trying to integrate its after-sales services with sales and service teams, faced a deadlock due to the perception of territory invasion. The feeling that their areas of operation were being threatened created almost insurmountable barriers to collaboration, highlighting the importance of a sensitive and empathetic approach.
In contrast, TD learned from this failure. A visionary leader recognized that the risk management team felt threatened by the need to share their sphere of operation with the business lines. Instead of ignoring this tension, the leader clarified the necessary changes and reaffirmed the relevance of the risk management team, emphasizing, both publicly and privately, that their role in shaping and overseeing risk management practices would remain vital. This validation not only solidified the team’s identity and legitimacy but also minimized the sense of insecurity, allowing them to actively collaborate, transforming into allies rather than barriers.
This phenomenon illustrates a central idea in Adam’s reflections: the need to balance self-confidence and competence. Often, individuals feel trapped in their self-perceptions, leading to the “impostor syndrome,” where self-confidence becomes an obstacle to collaboration. Grant suggests that, to facilitate a fruitful collaborative environment, it is essential for leaders to recognize the unique contributions of each team, avoiding the devaluation that can occur during integration processes.
Furthermore, behavioral psychology teaches us that promoting the emotional well-being of collaborators is fundamental to engagement and organizational effectiveness. Working with emotions, rather than ignoring them, creates a space where collaborators can feel safe and valued. Incorporating elements of purpose and meaning into collaboration initiatives can be a powerful motivator. When teams see the value and impact of their work, they feel more connected and committed.
Ultimately, it is imperative to view collaboration not merely as a transaction of tasks but as a relational process that requires empathy and sensitivity to identity dynamics. Just as when changing lanes on the road, it is not enough to look only forward; it is essential to observe the surrounding context, recognize threats, and thereby make informed decisions that promote a safe and productive collaborative environment.
This focus not only ensures a healthy collaboration space but also enhances teams’ ability to assert themselves and reinvent themselves, leading to a virtuous cycle of growth and innovation. By committing to this process, leaders can cultivate an environment that prioritizes identity, legitimacy, and autonomy, allowing the Shadows of Collaboration to dissipate, giving way to the light of trust, respect, and co-creation.

Did you enjoy this article? 🌟
Thank you for following another exclusive post by Marcello de Souza on human behavior!
Hello, I’m Marcello de Souza! My journey began in 1997 as a leader and manager at a large IT and Telecom company. Since then, I have led significant network structuring and optimization projects in Brazil. Driven by a curiosity and passion for behavioral and social psychology, I delved into the fascinating world of the human mind in 2008.
Today, I am a professional dedicated to uncovering the secrets of human behavior and driving positive change in individuals and organizations. With a Ph.D. in Social Psychology and over 27 years of experience in Cognitive Behavioral and Organizational Human Development, my career spans various areas:
• As a Senior Master Coach & Trainer, I help my clients achieve personal and professional goals, generating extraordinary results.
• As a Chief Happiness Officer (CHO), I cultivate an organizational culture of happiness and well-being, enhancing productivity and team engagement.
• As an Expert in Language & Behavioral Development, I refine communication and self-awareness skills, empowering individuals to face challenges with resilience.
• As a Cognitive Behavioral Therapist, I use advanced techniques to overcome obstacles and promote a balanced mind.
• As a Speaker, Professor, Writer, and Researcher, I share valuable insights at events, trainings, and publications, inspiring positive change.
• As a Consultant & Mentor, my experience in leadership and project management allows me to identify growth opportunities and propose personalized strategies.
My strong academic background includes four postgraduate degrees and a Ph.D. in Social Psychology, as well as international certifications in Management, Leadership, and Cognitive Behavioral Development. I am a co-author of the book “The Secret of Coaching” and the author of “The Map Is Not the Territory, the Territory Is You” and “The Diet Society” (the first of a trilogy on contemporary human behavior – 09/2023).
Allow me to be your partner on this journey of self-discovery and success. Together, we will uncover a universe of behavioral possibilities and achieve extraordinary results. I invite you to be part of my network! As a lover of behavioral psychology, social psychology, and neuroscience, I have created a YouTube channel to share my passion for cognitive behavioral development.
All data and content in this article or video are exclusive, based on philosophical concepts and proven scientific studies, to ensure the best content for you.
Don’t forget to:
• Leave your comment
• Share with friends
• Subscribe to the official Marcello de Souza YouTube Channel: https://www.youtube.com/@marcellodesouza_oficial
• Visit the official website: www.coachingevoce.com.br / www.marcellodesouza.com
• Visit my blog: www.marcellodesouza.com.br
• Check out the latest book: https://www.marcellodesouza.com.br/o-mapa-nao-e-o-territorio-o-territorio-e-voce/
• Commercial Contact: comercial@coachingevoce.com.br
• Write to me at: R. Antônio Lapa, 280 – Sixth Floor – Cambuí, Campinas – SP, 13025-240
Connect with me on social media:
• LinkedIn: https://www.linkedin.com/company/marcellodesouzaoficial/
• Instagram: @marcellodesouza_oficial
• Instagram: @coachingevoce
• Facebook: https://www.facebook.com/encontraroseumelhor/
• Facebook: https://www.facebook.com/coachingevoce.com.br/
Be a VIP List subscriber to receive exclusive weekly articles authored by me: contato@marcellodesouza.com.br
Portfolio: https://linktr.ee/marcellodesouza
Presentation and adaptation: Marcello de Souza

#IdentidadeEmTransformação #IlusãoDoFimDaHistória #CrescimentoPessoal #Autoilusão #MudançaConstante #Autodescoberta #TransformaçãoInterior #CoragemParaCrescer #LiberteSeuPotencial #InspiraçãoParaViver #AceiteSuasImperfeições #CaminhoDaAutenticidade #ConexõesSignificativas #HumanidadeEmEvolução #GratidãoPelaJornada #marcellodesouza #coaching #terapia #terapiacognitivacomportamental #encontreseumelhor
#marcellodesouza #marcellodesouzaoficial #coachingevoce #learning #success #failure #leadership #learningculture #growth