In many workplaces, we see teams that appear outwardly effective, yet subtle patterns often keep them from reaching their potential. These patterns can be hard to spot. One of the quiet forces shaping team behaviour is unconscious loyalty. Such loyalties run deep, often silent, but they can impact morale, motivation, and decision-making in ways we may not expect.
What are unconscious loyalties?
Unconscious loyalties are hidden patterns of attachment or allegiance where team members—sometimes unknowingly—put the needs or beliefs of certain individuals or groups ahead of the goals of the organization. These loyalties are invisible bonds that influence choices, attitudes, and relationships, often more strongly than official job descriptions or defined roles.
The reasons for these hidden loyalties are complex. They may stem from personal history, cultural backgrounds, a sense of indebtedness, or even an ingrained desire to “belong.” We have observed that, even in progressive companies, these allegiances can lock teams into repeating the same cycles of behaviour, limiting growth both personally and collectively.
What remains unseen often holds the greatest influence.
How do unconscious loyalties show up in team dynamics?
Detecting these hidden patterns requires paying attention to more than just performance numbers or meeting minutes. Here are a few ways unconscious loyalties might appear within a team:
- Repeated protection of certain co-workers: Some team members may consistently support or defend specific colleagues, even when feedback or correction is warranted.
- Avoiding conflict for the sake of harmony: Teams may avoid honest discussions in order to maintain group belonging, backing away from confronting problems.
- Mirroring unspoken rules: Without realizing it, new members may quickly adopt behaviours, language, or attitudes that reflect established, unofficial group norms.
- Subtle resistance to change: Teams may push back against new ideas that challenge the foundational bonds or beliefs they share.
- Unexplained tensions: Projects may stall or communication might break down, with no obvious technical reason.
These situations are clues. While not always negative, hidden loyalties become a problem when they block growth or lead to unfair decision-making.
Why do unconscious loyalties develop?
In our experience, these loyalties often have their roots in personal or group history. People bring with them beliefs from previous workplaces, families, or communities. If a team has a history of rewarding “sticking together” instead of speaking up, that silent agreement becomes a loyalty.
Sometimes, the connections are more personal. For example, someone may feel a sense of duty to a mentor, or gratitude to a peer who supported them through difficulty. If that mentor’s opinion conflicts with the team’s direction, loyalty may become a quiet force steering decisions away from the collective goal.
Loyalty does not always serve growth when it goes unexamined.
Key signs your team may have unconscious loyalties
It’s tempting to assume that everyone acts rationally at work. But in reality, invisible influences are at play. We have found these signs to be some of the most telling:
- Decisions are inconsistent: Group choices seem guided by who is involved, not what is best.
- Initiatives fade without explanation: Projects begin with promise, but enthusiasm fizzles quietly.
- Certain opinions always win out: A few voices get much more weight, with others routinely overlooked.
- Blame is quietly shifted: When mistakes happen, some individuals are protected instead of held accountable.
- Group mood fluctuates with absences: The energy and openness of the team change noticeably whenever a specific person is missing.
We suggest looking for repeating dynamics rather than isolated moments. If the same people regularly defend, support, or avoid challenging each other, unconscious loyalty is almost certainly at play.
How to uncover hidden loyalties in your team
It takes both awareness and courage to bring these hidden factors to light. In our work with teams, we encourage using a mix of observation, open discussion, and gentle inquiry:
- Notice emotional reactions. When strong feelings come up—defensiveness, discomfort, withdrawal—ask yourself if there may be more beneath the surface.
- Observe repeated alliances. Take note of informal groups that consistently act in unison or defend each other.
- Ask questions about decision-making. If a decision feels unfair or puzzling, ask how it was reached without blaming anyone.
- Encourage confidentiality. Invite team members to share feelings or feedback in one-on-one settings if they find group conversations uncomfortable.
- Reflect on your own loyalties. We all have them. Consider where you might be prioritizing relationships or beliefs above broader goals.
Practical steps to address unconscious loyalties
Once these patterns become more visible, the next step is to work through them. We have found a few methods helpful:
- Foster open dialogue. Create spaces for honest, respectful conversations about what each person values and feels responsible for, within and outside the team context.
- Review team history. Talk as a group about patterns from the past—how decisions were made and who influenced them. Sometimes, naming a pattern is enough to shift it.
- Share leadership responsibilities. Rotate meeting leaders or decision-makers to encourage broader contribution and reduce fixed alliances.
- Model transparency yourself. Leaders who reflect openly on their own attachments and decisions invite others to do the same.
- Support personal growth. Offer opportunities for self-reflection, coaching, or training on emotional awareness.
Changing these patterns will take patience. If approached with respect and a genuine wish to learn from each other, teams can shift from hidden loyalty to conscious cooperation.
Honesty, not habit, should guide connection.
Conclusion
Unconscious loyalties shape teams quietly, but their impact can be powerful. By paying attention to repeating behaviours, emotional undercurrents, and hidden patterns of allegiance, we can begin to bring these influences into the open. From there, healthy discussion and conscious change become truly possible.
Frequently asked questions
What are unconscious loyalties in teams?
Unconscious loyalties in teams are hidden bonds or allegiances that influence decisions, attitudes, and relationships without people realizing it. They may cause team members to put the interests of certain individuals or established group norms above collective goals, often driven by past experiences or unspoken agreements.
How to spot unconscious loyalties at work?
You can spot unconscious loyalties by watching for recurring behaviours such as groups defending each other, team members avoiding necessary conflict, recurring patterns in decision-making based on relationships, or certain people being shielded from criticism. When the same alliances or protective habits show up repeatedly, there may be hidden loyalties affecting the team.
Why do unconscious loyalties form in groups?
Unconscious loyalties form in groups as a way to create belonging, safety, or a sense of identity. They often arise from past relationships, unspoken rules, shared history, or a desire to repay support or kindness received. These bonds can help people feel secure, but can become limiting if they stop honest communication or hinder group progress.
How can I address team unconscious loyalties?
To address unconscious loyalties, start by encouraging open, respectful conversations about values, roles, and past decisions. Reflect on team history to see if certain patterns repeat. Share leadership roles to break fixed alliances, and model transparent decision-making. Supporting personal growth and emotional awareness can help shift behaviours from unconscious loyalty to conscious teamwork.
Do unconscious loyalties harm team performance?
Yes, unconscious loyalties can harm team performance if they prevent honest discussions, block change, or lead to unbalanced decision-making. When individuals or groups are prioritized over collective goals, creativity and collaboration may suffer. Addressing these patterns helps create fairer, more effective teams.
