Reluctance to Tackle Relational Infrastructure: The Unseen Forces Shaping Organizations
In many organizations, there is a reluctance to address the “relational infrastructure”—the complex web of informal relationships, unspoken rules, and personal connections that often underpin formal structures. The issue isn’t merely a matter of organizational design, but of human nature itself. Exposing these informal networks can reveal a reality that many organizations may prefer to keep hidden: that personal relationships—friendships, favors, alliances—often hold more weight than formal processes, accountability, and responsibility.
While organizational structures are built upon rules, policies, and governance mechanisms, these frameworks are rarely followed in their entirety. Instead, the informal relational systems that naturally emerge between people often shape the way work gets done. These informal dynamics can lead to dysfunctional outcomes, such as favoritism, inequity, and a lack of transparency, even in organizations that strive for fairness and efficiency. The unwillingness to confront these hidden relational systems can result in missed opportunities for organizational growth and transformation.
The Role of Spiral Dynamics in Understanding Organizational Evolution
One way to understand the dynamics at play in organizations is through the lens of *Spiral Dynamics*, a model that tracks the evolution of human consciousness and culture across different stages. Developed by Don Beck and Chris Cowan, this model offers a framework for understanding the shifts in values, behaviors, and organizational structures as societies and individuals progress through distinct phases.
Spiral Dynamics identifies several stages that correspond to different levels of personal and collective development. As organizations and individuals evolve through these stages, their cultures, attitudes, and behaviors change accordingly. The tension between old and new values, particularly when it comes to addressing relational infrastructures, can be understood through this framework.
1. Red (Raw, Impulsive): The Power-Driven Stage
In the Red stage, individuals and organizations are primarily driven by power and survival instincts. Relationships are transactional and often defined by dominance, control, and immediate gratification. Hierarchical structures are common, and authority is based on force or status rather than accountability or process. In these environments, personal connections and favors are often more significant than formal roles or processes, leading to an unstable and power-driven culture.
2. Blue (Order, Rule-bound): The Order and Stability Stage
The Blue stage marks a shift toward order, structure, and predictability. Here, organizations focus on establishing rules, policies, and procedures to create stability and fairness. This is a phase where laws, governance, and formal roles become central to the functioning of the organization. However, even in Blue organizations, the underlying relational infrastructure—informal connections and personal relationships—can still exert a powerful influence. While the formal structure may demand accountability and transparency, the informal networks often continue to shape decisions and outcomes.
3. Orange (Achiever, Success-driven): The Results-Oriented Stage
As organizations and individuals move to the Orange stage, the focus shifts to achievement, competition, and individual success. Meritocracy and performance-based systems become central, with an emphasis on results and innovation. While these organizations tend to prioritize efficiency and productivity, the tension between formal structures and informal relational dynamics persists. Personal relationships, though often less overt than in previous stages, still influence outcomes, especially in organizational decision-making and resource allocation.
4. Teal (Self-organization, Wholeness): The Collaborative Stage
At the Teal stage, organizations begin to embrace self-organization, transparency, and holistic approaches. Power becomes more distributed, and there is a greater emphasis on collaboration, empathy, and shared responsibility. The relational infrastructure in Teal organizations is more likely to be inclusive, transparent, and supportive of personal growth and autonomy. However, even in these organizations, tensions can arise when old relational dynamics from previous stages—such as unspoken alliances or favoritism—remain entrenched. For Teal organizations to thrive, they must actively work to address and transform these hidden relational systems.
The Tension Between Formal Structures and Informal Networks
The evolution from Red to Teal represents a shift from rigid hierarchies and power dynamics to more collaborative, inclusive, and self-organizing structures. However, this progression is not always linear, and organizations often find themselves navigating multiple stages simultaneously. In particular, the tension between formal systems (rules, processes, and governance) and informal relational networks (personal relationships, alliances, and unspoken norms) is a key challenge.
While organizations may attempt to impose formal systems of accountability, governance, and responsibility, informal relationships often persist and undermine these efforts. For example, in a Blue or Orange organization, personal connections may influence decision-making, even when official processes dictate otherwise. In Teal organizations, the desire for collaboration and shared decision-making may be hampered by entrenched relational dynamics from earlier stages.
The reluctance to confront this relational infrastructure can prevent organizations from fully embracing the changes needed to evolve. Addressing these informal networks requires a level of transparency, self-awareness, and willingness to challenge the status quo. Leaders must be willing to expose and examine the hidden systems that govern how people interact, make decisions, and allocate resources.
Why We Avoid Addressing Relational Infrastructure
The reluctance to tackle relational infrastructure stems from several factors. First, the informal networks that emerge within organizations are often seen as inevitable and natural. People form relationships, and these relationships shape how work gets done. Exposing or disrupting these networks can feel uncomfortable, as it may force individuals to confront uncomfortable truths about favoritism, bias, or inequity.
Second, addressing relational dynamics often requires a level of vulnerability and introspection that many individuals and organizations are unwilling to embrace. Acknowledging the existence of hidden power structures can be seen as a threat to personal or organizational legitimacy. In many cases, leaders may prefer to maintain the status quo, even if it is dysfunctional, rather than expose the underlying issues that contribute to organizational dysfunction.
Finally, there is a fear of the disruption that might result from addressing relational infrastructure. Changing the way people interact and make decisions can be a lengthy, challenging process. It requires a shift in mindset, behavior, and culture, which can be difficult to achieve, especially in organizations that are resistant to change.
Moving Forward: Embracing Transparency and Change
For organizations to truly evolve and embrace the potential of the Teal stage, they must confront their relational infrastructures head-on. This requires creating environments of transparency, openness, and self-awareness. Leaders must model the behaviors they wish to see, fostering a culture that values both formal processes and the human relationships that underpin them.
By addressing the hidden relational dynamics that influence decision-making and organizational behavior, leaders can create more inclusive, equitable, and effective organizations. Embracing the full spectrum of Spiral Dynamics can help organizations navigate the complexities of change, ensuring that both formal and informal systems are aligned to support the organization’s goals.
As organizations evolve through the stages of Spiral Dynamics, they must be prepared to face the difficult but necessary task of addressing relational infrastructure. Only by acknowledging and transforming these hidden networks can organizations move forward into a future where both structure and human relationships are fully integrated.
If you’re interested in further exploring this topic, feel free to DM me, and I’ll be happy to share additional insights.
References
Beck, D. E., & Cowan, C. (1996). *Spiral Dynamics: Mastering Values, Leadership, and Change*. Wiley-Blackwell.
Wilber, K. (2000). *A Theory of Everything: An Integral Vision for Business, Politics, Science, and Spirituality*. Shambhala.