The Stories We Tell Ourselves: How False Narratives Impact Team Dynamics and Morale by Scott Markham

As human beings, we are natural storytellers. Our minds are constantly at work, weaving narratives from the information we encounter in our daily lives. We create stories to make sense of things we don’t fully understand, from workplace interactions to sudden changes in the office environment. Unfortunately, many of these stories are not entirely true. They’re shaped by our personal biases, fears, and assumptions, leading us to interpret situations in ways that may have little basis in reality. While this may seem harmless, these narratives can significantly affect team dynamics, morale, and overall productivity in the workplace.

In the fast-paced world of work, we all experience moments where communication is unclear, meetings get rescheduled, or certain conversations seem to happen behind closed doors. It’s easy to jump to conclusions about these occurrences—believing, for instance, that a cancelled meeting signals bad news, or that a colleague’s sudden quietness means something personal is wrong. While these interpretations can feel real to us, they are often far from the truth. And when left unchecked, they can sow seeds of doubt, mistrust, and even conflict among teams.

Why Do We Create False Narratives?

Research in psychology shows that the human brain is wired to seek explanations, especially in situations that are uncertain or ambiguous. When there is a lack of clear communication, we fill in the gaps with our own stories. This process is largely subconscious and driven by our need to maintain a sense of control. According to psychologist Dr. Brené Brown, we tell ourselves stories in an attempt to make sense of our world, especially when we feel vulnerable or uncertain. In the workplace, where the stakes often feel high, this can lead to a wide range of assumptions—many of which are negative.

This phenomenon is not just a personal experience but a deeply ingrained part of human nature. However, these stories can lead to errors in judgment, particularly when we don’t have all the facts. In other words, we are prone to jump to conclusions, especially when we are under stress or pressure—conditions that are common in many work environments.

The Impact on Teams and Morale

When false narratives take hold in the workplace, the effects can be far-reaching. A single misunderstanding or assumption can ripple through a team, eroding trust and creating unnecessary friction. For example, if one team member believes that another is withholding information, it may lead to a breakdown in communication. Or, if an employee assumes that their boss is unhappy with their performance based on a perceived slight, it can result in unnecessary stress and disengagement.

Over time, this cycle of storytelling can erode team morale. People begin to focus more on the imagined drama rather than on their actual work. As they spiral into negative assumptions, their productivity suffers, and they may become less collaborative, contributing to a toxic work environment. When entire teams are caught up in false narratives, the overall performance of the organization can suffer as well.

The reality is that much of the drama we perceive in the workplace is created in our own heads. We tell ourselves stories that are shaped by past experiences, anxieties, or insecurities, and these narratives can be difficult to shake. Yet, as many HR professionals will attest, managing these internal stories is crucial for maintaining a positive, productive work environment.

Combating False Narratives: The Path Forward

So, how do we break free from the cycle of telling ourselves stories that aren’t true? The first step is awareness. Recognizing that our brains are wired to fill in gaps and make assumptions can help us pause before jumping to conclusions. Encouraging employees to develop self-awareness around their own thought patterns is key. Training and development programs that focus on emotional intelligence (EQ) can be highly effective in this regard.

Another critical strategy is fostering a culture of open and honest communication. When communication is clear and frequent, there is less room for ambiguity and fewer gaps for people to fill with their own stories. Leaders can set the tone by being transparent about decisions, upcoming changes, and expectations. Teams that communicate effectively are more productive. Regular check-ins, open-door policies, and team-building activities can also create an environment where people feel comfortable seeking clarification rather than jumping to conclusions.

Finally, fostering a 'safe space' within teams can go a long way in reducing the prevalence of false narratives. When employees feel safe to ask questions, express concerns, or seek clarification, they are less likely to make assumptions about their colleagues’ intentions. Leaders play a pivotal role in cultivating this environment by encouraging open dialogue and demonstrating that all perspectives are valued.

Conclusion

As humans, we are all prone to telling ourselves stories that are not necessarily rooted in reality. While this is a natural part of our thinking process, it can have serious consequences in the workplace. False narratives can create unnecessary tension, reduce morale, and ultimately hinder team performance. By understanding the psychological mechanisms behind these stories and fostering a culture of communication, transparency, and safety, organizations can mitigate the negative effects and create a more positive, productive work environment.

By actively combating this tendency to jump to conclusions, we not only enhance our own well-being but also contribute to a healthier, more harmonious workplace for everyone. The next time you find yourself crafting a story about a colleague or a situation, pause and ask yourself: "Is this really true?" You might be surprised by how often the answer is no.