![]() ![]() Team members may feel as if their energy has been drained from each one of them. After spending time with a victim the team can feel worn out, depleted and depressed from the negativity. Even when something good starts to happen, they will tell you "I know it won't last" and, as they predicted, it soon ends in failure 3. Apathy, depression and anger are typical interwoven symptoms. They always have an excuse for inaction as if locked into active inertia. They tend to be confused, living in constant distress and fear of making a mistake or looking foolish. They always need something more before they are willing to take responsibility for their life, to take any action, or to change-more attention, more time or more information. They seem (and often feel) helpless, hopeless, reacting rather than responding in a healthy way to the world. Things are never right and there is never enough-time, support, resources. Their suffering seems to be their identity. They can be depressed and wallow in self-pity. They can spend endless hours talking about their problems, their bad luck and how they have been hurt. ![]() At the extreme, their focus is on the past and negativity. Suddenly, the person transforms and honestly believes they have no power and that nothing positive will ever happen for them. Watching executives move from a strong, confident presence to one with weak self-efficacy when entering the arena of the executive leadership team is an intriguing process. If stays in Victim position, will block self from making decisions, solving problems, pleasure and self-understanding.Looks for a Rescuer that will perpetuate their negative feelings.Feels victimized, oppressed, helpless, hopeless, powerless, ashamed.Resolving these dysfunctional behaviors is one of the main keys for eliminating our own dysfunctional tendencies individually and as a team while creating healthy personal and professional relationships. The good news is that once a team becomes aware of these positions and chooses to break this cycle, they can transcend the V-R-P Triangle. Whenever a person becomes entangled in any one of these positions, they literally keep spinning from one position to another, destroying the opportunity for healthy relationships and productive team dynamics. Each position on this triangle has unique, readily identifiable characteristics. The Victim-Rescuer-Persecutor Triangle is a psychological model for explaining specific co-dependent, destructive inter-action patterns, which negatively impact team dynamics. However, when I discovered that Steven Karpman had extended the concept into the Drama Triangle–victim-rescuer-persecutor 2, I realized that I had found a tool that could support my team coaching. At first, it seemed like it might have some value. As I explored these dynamics, I came across Eric Berne’s transactional analysis 1. It felt like some form of family dynamic. As I observed the team over time, I began to realize that a tense energy seemed to fill the room until each person assumed a specific role. Intuitively, I often referred to them in my mind as the “drama teams” to describe the transformation that seemed to only occur when in each other’s presence. Individually, each seems to be able to separate from the drama enough to be effective when not together. Occasionally, I come across an executive team that seems to generate drama the second they enter the room. Drama Triangle The Victim-Rescuer-Persecutor
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