A corrosive threat to building teams is “Codependency.” A term used prominently within the addictions field, the behavior has wider meanings within leading individuals and teams. The basic idea of codependency in organizations is it defeats responsibility, initiative and the health of operations.
Codependency as “under functioning”
When team members are codependent, there is an imbalance in responsibility between members. Norms develop where doing the minimum is silently permitted. Unhealthy alliances develop, and fear of confronting the inequity or dysfunction in the team stifles the group.
Codependency as incompetence
Those that want to appear capable (but lack substance) hide behind a cloak of saying what is necessary or saying what they think others want to hear.
Codependence is fake acceptance
A distorted sense of acceptance occurs when the objective is agreed upon, but the words (commitment) does not match the results. The leader wants good results and accepts the stated intentions, that do not correspond to an individual team member’s actual behavior.
Codependence as rational lies
The use of rational lies (aka rationalization), itself is a form of team and individual betrayal. To avoid accountability a team member uses rationalization and excuses to avoid personal responsibility.
All these organizational definitions of codependency can be corrosive to objectives and the mission. Rampant codependency can significantly lead to human resource costs and deceased morale.