Teams vs. Tribes: The Squid Game of workplace politics

I was watching Squid Games Season 1 on Netflix the other day, trying to decode what makes it the global sensation that it is. The plot is gripping—hundreds of desperate individuals, drowning in debt and failure, are given a chance to win a life-changing fortune. The catch? The games are lethal. Lose, and you die.

But what fascinated me even more than the brutal contest was the way groups formed within the chaos. When food was deliberately limited, alliances weren’t built on kindness but on power. A dominant leader emerged (who we could call the antagonist)—the Alpha—who gathered a band of enforcers (Betas) and established control through fear. Meanwhile, a rival group formed around the protagonist—less aggressive, but just as strategic when survival demanded it. The rest? Some tried to stay neutral (Gammas and Deltas), while a few outliers (Omegas) resisted the system entirely. Reminded me of Big Boss or Roadies, or several such creative concepts that have been succesfully deployed on TV over the years.

This isn’t just a game-show plot. This is how group dynamics shape every environment—school, college, workplaces, and beyond. We instinctively form groups for survival, influence, and identity. Moreover, when faced with imminent tragedy, humans are ready to beyond what ‘humanity’ means in our conventional understanding. In diplomacy as in life, the only thing that is permanent is (what you believe to be) your best self-interest in that moment. You will care for other people in varying degrees, but at one stage when it comes to self-preservation, most of us would willingly draw the line and drop our ‘human mask’.

Beyond that poignant reminder, Squid Games inspired me to explore this entire concept of groups that are formed organically. In organisations, you will hire and depute people in specific teams for defined job roles. But then you will find that this group formation develops on its own, without your intervention, and not necessarily to your liking. But then, do not forget that you are consciously part of some groups too. ??

What determines how they are formed, who joins which group, who leads, who follows, and who rebels? And more importantly—how can you navigate these dynamics to your advantage as a leader?

In any setting, groups form based on common interests, shared goals, or external circumstances (e.g., classmates, colleagues). And you would have seen them getting formed all your life. They are not the same as teams, it is important therefore to understand the distinction.

Individuals come together in groups for a common interest or association, but they may work independently. In teams on the other hand, members work collaboratively toward a shared goal, where their success depends on each other.

For that matter, if Squid Games was about everyone working together to win a prize, the groups would not have been formed as they did in the first place!

The first stage of group formation is called an icebreaker stage. This is when team members will ask, "Who are we, and why are we here?"

People gravitate toward each other based on shared interests, personality traits, skills, or needs. People feel safer and more at ease with those who share common traits—such as background, interests, or communication styles. Similarity reduces uncertainty in new environments. Conversely, some individuals are drawn to people they admire (role model effect), seeing them as sources of guidance, inspiration, or success patterns.

This is common in workplaces where juniors may naturally align with influential seniors or charismatic peers. There could be other motivations depending on your personality type and inclinations:

Personal Relevance & Interest

?? “Does this group align with my passions, skills, or goals?”

People naturally gravitate toward groups that match their interests or expertise.

Example: A data analyst might join an AI-focused workgroup rather than a sales team.

Social Connection & Belonging

?? “Will I feel comfortable and accepted here?”

The need for social bonding and a sense of belonging influences group choice.

Example: A new employee may join a casual lunch group rather than a competitive work clique.

Status & Recognition

?? “Will this group enhance my reputation or career?”

Some people choose groups that offer prestige, influence, or leadership potential.

Example: An ambitious professional may align with a high-performing team to gain visibility.

Opportunities & Resources

?? “What will I gain from this group?”

Access to knowledge, mentorship, job referrals, or industry connections can be a major factor.

Example: A startup founder may join a networking group for funding opportunities.

Alignment with Personal Values & Ethics

?? “Does this group’s culture match my principles?”

?If a group’s ethics, mission, or approach feels misaligned, people may opt out.

Example: A sustainability advocate may avoid a group that prioritizes profits over environmental responsibility.

Group Dynamics & Power Structures

?? “What’s the hierarchy here, and will I fit in?”

Some people prefer hierarchical groups for structured mentorship, while others prefer flat, collaborative teams.

Example: An independent thinker may avoid rigid corporate committees in favor of an agile startup team.

Challenge vs. Comfort

?? “Do I want to grow, or do I prefer a familiar space?”

Some choose challenging, high-performance groups to push their limits.

Others may prefer low-pressure groups for comfort and security.

Example: A software developer may choose an R&D team for learning, while another may join a stable operations team for work-life balance.

Strategic Positioning

?? “How does this group impact my long-term goals?”

Some join groups to strengthen alliances, avoid isolation, or outmaneuver competition.

Example: A mid-level manager may align with senior leadership groups to accelerate career growth.

And then there are people who may not want to be part of any groups at all. What is their motivation? What do you think?

As a leader, it clearly makes a lot of sense to observe the formation of groups in the workplace. Do not suppress, but definitely observe them and ensure their role is constructive!

1. Understanding Natural Influencers & Power Dynamics

?? "Who holds influence beyond their official role?"

In cross-divisional groups, informal leaders (like a “Beta” figure, more on that later) often emerge.

These individuals can bridge gaps between departments or create silos depending on how they operate.

Why it matters: A leader needs to recognize these informal influencers to leverage their impact positively.

2. Identifying Silos & Information Bottlenecks

?? "Are teams collaborating, or is knowledge getting stuck?"

If cross-divisional groups become too isolated, they may hoard information rather than share it.

Why it matters: A leader must ensure these groups aren’t becoming exclusive cliques that limit knowledge flow.

3. Encouraging Healthy Collaboration vs. Toxic Alliances

?? "Is this group fostering teamwork or creating hidden conflicts?"

Some workplace groups enhance efficiency, while others may foster negativity, gossip, or resistance to leadership.

Why it matters: A leader must observe whether these groups build bridges or barriers between departments.

4. Spotting Innovation Hubs & Hidden Talent

?? "Where is real problem-solving happening?"

Informal, cross-functional groups often generate innovative solutions before formal teams do.

Why it matters: Leaders can tap into these organic think tanks and nurture innovation rather than stifling it.

5. Preventing Exclusion & Ensuring Inclusion

?? "Is everyone getting equal access to collaboration and growth?"

Some groups unintentionally exclude certain employees based on personality, role, or background.

Why it matters: A leader must prevent exclusive power clusters and ensure equal opportunities for all.

6. Aligning Groups with Organizational Goals

?? "Are these groups reinforcing or resisting the company’s mission?"

If informal cross-divisional groups work toward common goals, they’re an asset.

But if they work against leadership directives (resistance to change, negativity), they can be disruptive.

Why it matters: A leader should align organic collaborations with business objectives rather than ignore them.

Workplace dynamics turn into petty politics when collaboration shifts to competition, influence becomes manipulation, and decisions are driven by alliances rather than merit. To prevent this, leaders must promote transparency, reward teamwork, and discourage hidden agendas. Encourage open communication so concerns are addressed directly, not through backchannels.

Ensure recognition is based on contribution, not favoritism, so employees don’t feel the need to form cliques for survival. Foster cross-functional collaboration, where different divisions work together without territorial battles. Leaders should stay vigilant—subtle shifts in group behavior can indicate brewing politics.

By cultivating a culture of trust, fairness, and shared purpose, organizations can prevent informal networks from turning into power-driven factions. Ultimately, the best way to stop office politics is to create an environment where integrity is valued over influence, and success is collective, not competitive.

?? Great leaders don’t just manage people—they manage dynamics. ??

We will explore further into group dynamics in the coming blogs.

Article authored with inputs from ChatGPT