The drama triangle was first described by Stephen Karpman in the 1960s and is a model for dysfunctional or conflicting social interactions.
Very briefly, the drama is characterized by the need to “be right” (the typical “I’m right, you’re wrong”), by guilt and toxic fear, which block psychological safety in the workplace, essential for everyone to be able to express their views and opinions without fear.
Most organizations live a large part of their time within this drama, which is reflected in enormous losses of energy, gossip, and distrust. In short: the opposite of what, ideally, we would like the organizational culture to be in the places where we spend a large part of our day.
In this dramatic triangle, as in any good Hollywood script, there are three roles that players can play: the hero, the villain and the victim. Without being aware, virtually all of us assume one of these three dramatic roles, and sometimes we even rotate through all three, depending on situations and emotions.
Let’s start with the hero. The hero is the one who applies a band-aid and provides some temporary relief to any ailment that may arise, instead of contributing to the resolution of the real problem. In other words, he distributes fish fingers, instead of showing others how to catch their own fish. He feels rewarded for being needed and, in his perception, “saving the day.”
Any heroes on this side? I easily recognize myself in this role, when looking retrospectively at the organizations where I worked.
Then we have the villain. The villain’s experience revolves around blame: whether directed at himself (“I completely ruined that presentation!”), or at other people or specific groups within the organization. Explainable in itself, right? I think we all recognize this profile in our organizations.
And, finally, the victim, who feels that they has no power at all and lives under the dramatic effect of everything that happens to them, be it the state of the economy, the rain outside, the traffic, their co-worker, their boss, the pandemic…
Any of these roles is characterized by a state of victimization and an extremely low level of consciousness, in which people feel under the influence of others, circumstances or conditions in which they find themselves. In other words: disempowered and incapacitated.
What, then, is the antidote to drama?
The antidote to drama involves developing key skills for creating smarter organizations on an emotional level, such as self-awareness and presence.
When a team’s focus evolves from victimization, at its different levels, to greater self-awareness and capacity for presence, everything changes:
✅ people become creators of their realities,
✅ take radical responsibility for their role and contribution to the organization,
✅ and stop constantly complaining and complaining about what “happens to them”.
Heroes become facilitators of others’ growth.
Villains challenge the status quo.
Victims assume themselves as creators.
In these new roles, teams evolve towards more creativity, better align with organizational values and become energetic. They are more autonomous and motivated, they have more fun and… they produce more and better!
And you? Where are you at the moment?
On one side of the drama triangle or on a level of awareness and presence?
Wherever you are, remember that we can always make the decision to climb another step on the ladder of (self) awareness! And you are already doing an excellent job! 👌