I recently co-led a workshop that was supposed to be a simple refresher in project management and teamwork. What started as a “simple” workshop evolved into a deep dive into trust, accountability and resentment — because organizational problems are rarely one-dimensional.
The question is: How do you recognize these deeper issues hiding beneath the surface of day-to-day operational problems? Part of the answer is to recognize that challenges don’t just occur in isolation. They float in an ecosystem of forces, from the official organizational chart to the individual sense of safety and belonging.
The four core levels — and what they overlook
- Problem level: What is the immediate problem you are trying to solve? A missed deadline? Overlapping responsibilities? This level acts like a flashing neon sign that says, “Hey, something’s wrong here.” But it only shows you the symptom, not the cause.
- Process level: Now let’s zoom out a little: Are the processes themselves faulty? Do they lack a sign-off sequence? Is communication happening in random Slack messages that disappear into void? If you streamline the processes, you can limit the confusion and ensure consistency — unless something bigger is disrupting them.
- System level: This is where you pull back the curtain on the entire organization — structures, policies and culture. Think of this level as the “weather system” that influences everything else. A top-heavy hierarchy can make collaboration difficult. Policies that punish failure may discourage teams from experimenting. System-level dysfunction can silently sabotage process improvements, no matter how elegant they look on paper.
- Relationship level: This is the deepest level — the messy, human level. It’s about trust, communication styles and interpersonal baggage. It’s also the most powerful — you can have bulletproof processes and a shiny organizational chart, but when resentment festers, your brilliant solutions might go nowhere.
*Three other levels to consider
The individual level: personal beliefs, narratives and behaviors — because sometimes it’s really about a person’s fear of looking stupid, feeling unappreciated, losing their autonomy or seeing their status threatened.
Cultural level: shared assumptions and norms. If your culture celebrates cut-throat competition, don’t be surprised if collaboration fails. It’s often the unspoken expectations—like celebrating individual wins over collective success—that silently erode team trust.
Environmental Level: external forces such as market shifts or regulatory changes that stress employees and impact the entire system.
The domino effect: Why everything is interconnected
Organizations are complex, adaptable systems — like small ecosystems. If you change one part, it can trigger a chain reaction elsewhere. For example, a rigid structure (system level) can lead to sluggish team interactions (relationship level). Or a new policy can upset established routines (process level), leading to finger-pointing and broken trust (again at the relationship level).
And let’s not forget conflict: whenever it flares up, the emotional heat makes the problems on the relationship level the main event. Suddenly, no one cares about your fancy new workflow or restructuring plan. They are too busy feeling unappreciated or overlooked. Emotions overshadow everything else and trust (or lack thereof) takes center stage.
Process vs. trust: the balancing act
When your team’s trust tank is running on empty, detailed processes can act as life vests — everyone clings to official guidelines to avoid chaos. That’s not necessarily a bad thing; clarity can keep you from falling apart. But processes alone can’t fix what’s broken in human relationships. You need both:
Crystal clear processes: So that no one is left in the dark about what “done” means, and so that accountability is not up for debate.
Deliberate relationship building: If there is a lack of trust, you or your team will spend more time settling disputes than innovating.
In a low-trust environment, overly detailed rules can feel stifling, but at least they create a stable foundation. Over time, however, the best results are achieved when you incorporate trust-building into daily interactions, so you don’t have to constantly create new rules just to keep the peace.
So where to start?
- Recognize the telltale signs: If the superficial solutions don’t work, dig deeper.
- Identify the root causes: Is the process faulty or is it a system problem disguised as a process problem? Or is it really a breakdown in relationships?
- Check the emotional temperature: if resentment is increasing, logic alone will not be the solution. Tackle trust issues head on, preferably in a space where employees feel safe to be honest.
- Experiment Safely: Try out pilot changes in a small team. See if new structures or relationship building make the difference.
Organizational problems are rarely one-dimensional. When you look at these challenges through multiple lenses — problem, process, system, relationship and beyond — you will see how they intersect and reinforce each other. And once you grasp this complexity, you can move from quick-fix problems to truly sustainable changes that prevent problems (and frustrations) from arising in the first place.
So the next time you’re faced with a seemingly simple organizational problem, remember: there could be a lot more to it than meets the eye. Get to the bottom of it, stay curious and don’t be afraid to ask the tough questions about trust, accountability and culture. That’s where the real insights — and lasting solutions — lie hidden.