KDVI LEARNING LAB

Constellation Dynamics: group fault lines & rackets

Prof. Roger LehmanINSEAD Singapore, Fontainebleau & Abu Dhabiroger.lehman@insead.eduMIT Senior Lecturerrogerleh@mit.edu

Constellation Dynamics

FAULT LINES

KDVI Ltd 20204

Hypothetical dividing lines that split a group into relatively homogeneous subgroups based on the group members’ demographic alignment along multiple attributes (adapted from Lau and Murnighan, 1998)

Fault Lines are often associated with increased conflict and process losses, which lead to decreased

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SUMMARY

• Fault Lines exist in all systems

• Like bias and prejudice, Fault Lines are a very real part of our human existence AND we cannotget rid of them… in fact, they become more powerful when we ignore or deny them and their role in our life

• Fault lines become more “visible” under internal/external stress

• Awareness is like the hair spray that Tom Cruise in MI3 uses to make the laser beams visible

• Perspectives, biases & distortions that have been unspoken or denied become visible with awarenessKDVI Ltd 20175

Identify and share the fault lines in a constellation you are engaged… family, work, sports, church… it doesn’t matter as Fault Lines exist in all organizations!

How do these fault lines show‐up?  What triggers activate them?  What behaviors do you see?

SMALL GROUP DISCUSSION

Rackets

• Persistent complaints & scams about other(s)

• A fixed pattern of response

• Individual or team defensiveness (social defense)

Rackets

4 ASPECTS OF RACKETS

1. Enduring complaint about someone elseo they always complain; they never deliver, they’re always 

late

2. Typical responseo Dominate – I’ll get even o Submissive & conform – I’ll pretend it doesn’t matter;o Disconnect – I give up and check out

3. Payoff ‐ I don’t need to challenge or stretch myself, I’ll just blame you

4. Cost – quality of relationship goes down and work is less effective and often frustrating

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Identify and share a personal racket that you have developed and are engaged with, in your personal and/or professional life

How can you imagine to make this racket discussable in order to attempt to make a constructive shift your relationship with this racket? 

SMALL GROUP DISCUSSION

What is the work to be done …. our primary task?

Identify anxiety the and the primary risk .

What are our crucial Fault Lines?

What are the rackets that have developed?

What is the level of psychological safety within the team? Organization?

How can I/we best contain and address the risk and anxiety? 

What questions or issues are being avoided?

Whose voice is not being heard … scapegoat? 

SUMMARY – Decoding Fault Lines and Rackets

BIBLIOGRAPHY

Antino, M. Rico R.,  & Thatcher, S. Structuring Reality through the Faultline Lens: The Effects of Structure, Fairness and Status Conflict on the Activated Faultlines‐performance Relationship, Academy of Management Journal

Bezrukova, K., John, K., Zanutto, E. & Thatcher, S. (2009). Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification and Group Performance.  Organization Science, Vol. 20 (1), 35‐50.

Chung, Y., Lio, H., Jackson, S., Subramony, M., Colakoglu, S., Jiang, Y., (2015).  Cracking but not breaking: joint effects of Faultline strength and diversity climate on loyal behavior.  Academy of Management Journal, Vol. 58 (5), 1495‐1515.

Sherry M. B. Thatcher and Pankaj C. Patel (2011).  Group Faultlines: A Review, Integration, and Guide to Future Research, Journal of Management published online 7 December 2011 

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