The Power of Names: How Team Names Shape Organizational Behavior

I believe that we are all fascinated by the different factors that influence team dynamics and organizational culture. In Enterprise Agility, we call it Enterprise Agility Dynamocs. In the last days, I came across a great study that made me rethink the impact of something we often take for granted: Names.

The study, conducted by researchers at Reichman University and Hebrew University, examined whether people’s faces adapt to their first names over time (Can names shape facial appearance? )

What do you think? Well… this fascinating study got me thinking about the wider implications for how we name and structure teams in organizations. Could the labels we give groups influence their behavior and interactions?

Let’s examine the study's results more closely and explore how this concept can be applied to organizational design and team dynamics.

The Face-name Mapping Effect

The researchers investigated a phenomenon known as the “face-name matching effect.” Previous studies have shown that adults’ faces could often be matched to their names with great accuracy. But was this because parents chose names that somehow matched the appearance of their babies, or did people’s faces actually change over time to match the social expectations associated with their names?

To answer this question, the team conducted experiments with human participants and machine learning algorithms. They showed participants photos of adults and children and asked them to match the faces to a list of possible names. The results were astounding:

1. The faces of adults could be matched to their names with an accuracy well above chance.
2. However, children's faces couldn’t reliably match their names.
3. Machine learning algorithms found significant similarities between the facial features of adults with the same name but not for children with the same name.

These results suggest that, over time, people’s facial features do indeed adapt to the social stereotypes associated with their names. This is a great example of a self-fulfilling prophecy!

Reflecting on these findings, I couldn’t stop thinking of how this could connect to the world of organizational design and team dynamics. If names can have such a big impact on the appearance and behavior of individuals, couldn’t the names we give to teams and departments similarly affect their collective identity, performance, and Social Agility?

The Power of Team Names in Organizations

Think about the teams in your organization. How were they named? Was it a thoughtful process, or were the names assigned arbitrarily? Workign for several companies in different industries, I have found that team names generally fall into a few categories:

1. Functional names: “Marketing Team’,” “IT Department’,” “HR Department’
2. Project-related or initiative-related names: “Project Phoenix”,” “Operation Turnaround”
3. Aspirational names: “Innovation Lab”,” “Growth Hackers”,” “Customer Success”
4. Playful or thematic names: “Avengers”,” “Jedi Council”,” “Dream Team”

While these naming conventions may seem innocuous, the study on matching faces and names shows that labels can have a large impact on behavior and identity over time. Just as individuals unconsciously change their appearance and behavior to match the expectations associated with their name, teams can also evolve to embrace the characteristics that their name implies.

Let’s take a team called “Innovation Lab.” This name has certain expectations associated with it. We are talking about creativity, risk-taking, and innovative thinking. Over time, team members can internalize these expectations and shape their behavior and decision-making processes to align with the innovative identity implied by their name. They are more willing to propose unconventional ideas, see failure as a learning opportunity, or seek new technologies.

Conversely, a team with a more conservative or traditional name like “Risk Management” might develop a more cautious, analytical approach to problem-solving. The name itself could encourage a culture of careful consideration and thorough testing of ideas.

Of course, this isn’t to say that team names alone determine behavior. Numerous other factors influence team dynamics, such as leadership, individual personalities, how safe people feel in the company, organizational culture, and more. However, the study on matching faces and names shows that we shouldn’t underestimate the subtle but powerful influence of names on identity formation.

Implications for agile coaches and change leaders As an agile coach or change leader, understanding the potential impact of team names can be a valuable tool for you. And this is something that not many consider, so here are some ways you can take advantage of this insight:

1. Targeted naming: When building or restructuring new teams, consider the behaviors and mindsets you want to encourage. Choose names that reflect these desired characteristics. If you are into behavioral science, check out the BOIS model and how it can help you connect those names with new behaviors and strategies.
2. Rebranding for change: If you are trying to change a team's culture or approach, a name change can be a powerful symbolic gesture emphasizing the new direction.
3. Encourage cross-functional collaboration: In organizations that struggle with silos, consider naming conventions that emphasize togetherness rather than functional separation. Consider groups that should work together with names and have relationships that empower each other. Always think of Shared Progress in those cases.
4. Alignment with company values: Make sure team names reflect and emphasize your company’s core values and mission. And we are not talking about empty missions but those with a real and tangible purpose and impact on someone or something.
5. Empower teams: Involve team members in the naming process. This can increase buy-in and ensure that the chosen name aligns with the group’s identity. This will increase what we call Psychological Ownership and its benefits.

Case Study: Rethinking Logistics Support

Let me share a quick example from my consulting work. I once worked with a company struggling with a negative perception of its logistic support team. The team was officially called “Logistic Help Desk”,” but employees often referred to it as “The No Team” because it tended to turn down requests.

As part of a larger cultural change, we worked with the team to rename it “Logistics Enablers’.” This new name emphasizes the team’s role of supporting other employees rather than just solving problems or enforcing rules.

The impact was remarkable. Over time, the team began to approach their work differently. They proactively looked for ways to help other departments use their ideas and ways of working more effectively. They became more collaborative and solution-oriented. Gradually, their reputation within the organization changed, and other individuals began to see them as valuable partners rather than obstacles.

Although the name change alone did not bring about this change, it was an important anchor for the team’s new identity and approach. It gave them a North Star to align their behavior and decisions.

Potential Issued You Should Consider

While names can be a useful tool, it is crucial to use this concept wisely. Here are a few potential issues you need to be aware of:

1. Superficial changes: We have all seen this! If you simply change a team's name without addressing the underlying cultural or structural issues or beliefs, the company or team will unlikely achieve a significant change.
2. Not aligning with reality: If a team’s name creates expectations that are not aligned with the team’s actual role, capabilities, or skills, this can lead to frustration and disappointment. Frustration increases cortisol levels, decreases happiness, and diminishes the number of perspectives people can evaluate.
3. Resistance to change: Team members may resist a name change, especially if they are strongly attached to their current identity. So be careful with this aspect!
4. Overemphasis on names: While names can be influential, they are just one factor among many that affect team dynamics. Don’t neglect the other important elements of team development and organizational design.

Conclusion: The Hidden Influence of Names

As we have covered here, I believe that the seemingly simple act of naming a team can have far-reaching consequences for how a group works and interacts. The study of matching faces and names provides compelling evidence of the power of labels to influence identity and behavior over time. This does not mean it also happens in teams, but we know that language can alter the perception of things (you can learn more about this in my book Leading Exponential Change , Chapter 8).

This insight offers both an opportunity and a responsibility for agile coaches, change leaders, and talent specialists. If we approach team naming consciously, we can harness this subtle power to steer team culture in a positive direction.

However, it is truly important to remember that names aren’t a magic bullet. They work in tandem with leadership, organizational structure, individual personalities, and many other factors that influence team dynamics. It is most effective to think of naming as one tool in a broader toolbox for fostering high-performing, cohesive teams.

As you think about the teams in your organization, consider these last 3 questions:

• What messages and expectations are conveyed by your current team names?
• Are these names aligned with your organization's desired team culture and values?
• How could you harness the power of naming in your next restructuring or change initiative?

By paying attention to these often-overlooked details, we can create an environment where teams are successful from the moment they are named. In the complex world of organizational behavior and disruption, every tool at our disposal matters — and the simple choice of a name can make more of a difference than we ever realized.

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