Certain roles emerge organically in every team, whether it's a new project group or an established department. Someone becomes the unofficial coordinator, another the mediator, and inevitably, someone steps into the role of challenger. This isn't random - it's what we call the 'invisible architecture' of groups.

Recent research by Linhardt, Bisbey, and Salas (2024) highlights a crucial distinction between 'taskwork' (technical skills) and 'teamwork' (collaboration capabilities). This difference explains why even the most technically brilliant teams can struggle with execution.

What's also interesting is that power structures emerge even in organisations that pride themselves on being "flat" or hierarchy-free. They simply go underground, making them harder to identify and manage.

I recently observed this in a tech startup that championed its non-hierarchical culture. Despite their intentions, familiar patterns emerged in every meeting - certain voices dominated while others were consistently overlooked, which directly impacted their psychological safety.

As leaders, we don't fight these natural dynamics; rather, we work with them. Here's what effective:

These invisible forces shaping our teams hold immense potential. New possibilities emerge when we tune into them and notice how people move, connect, and organise themselves. It's like discovering a hidden dance that's been there all along.

Linhardt, R. M., Bisbey, T. M., & Salas, E. (2024). The science and practice of team training: Historical progress and a research agenda. Consulting Psychology Journal, 76(1), 70–92.