Is the uncanny and mystical pushed out or ignored in favor of logical and known processes within work?
Reflecting on this discussion, I did notice that in many orgs the faint clue of uncanny-ness is within orgs, and will be rationalized in power points and ways to reduce anxiety, with structured or highly ritualized processes (i.e., board meetings, strategy presentations, PMO).
This way, the uncanny, or myth, is subliminal and within the logical shares to show a reflection of obvious or clear.
It is interesting that we all know that ambiguity and uncanny uncertainty are in and out, yet we don’t mention or speak about them in some work environments (pluralistic ignorance).
Perhaps ‘anxiety containers’ (PowerPoint, Excel, tight meeting agenda) signal that we are part of the in-group. We can/will have uncanny, mythical experiences with out-groups by feeling comfortable in this in-group. When these out-group behaviors happen, they create a change in how we see, feel, and share the in-group (aposteriori) – this loop is how experiential learning and life happen.
– Inspired by Uncanny, Mystical, and Myth conversation with Tavistock Institute of Human Relations

How In-Groups and Out-Groups Shape Collective Change

Workplaces are often framed as spaces of logic and structure, where ambiguity is managed, controlled, or eliminated in favor of clarity and efficiency. PowerPoint slides, Excel spreadsheets, and tightly managed agendas act as tools of order, creating an environment where the unknown is contained.

And within this control lies the uncanny and the mystical, elements of human behavior that are ever-present, though often suppressed or ignored within certain groups or meetings.

As employees, we simultaneously belong to both in-groups and out-groups. These groups define how we act, learn, and grow, not in isolation but through their interplay. Our behaviors and experiences in out-groups ripple back into how we work and behave within our in-groups. When we collectively engage with various out-groups, the experiential loop between these groups creates changes in how all groups act and behave. We are the collection of our groups, and how we use, learn, and adapt through these dynamics shapes how work gets done.

In-Groups: The Comfort of Belonging

In-groups provide a sense of stability, familiarity, and belonging. They are the teams, departments, or social circles where shared rituals and norms create predictability. These rituals, structured meetings, consistent communication styles, and established decision-making processes, act as “anxiety containers.” They manage uncertainty by setting boundaries and providing clarity, allowing individuals to feel secure within the group.

However, the stability of the in-group comes with a trade-off. The uncanny, the ambiguous, and the unknown are often excluded or downplayed to maintain order. Ambiguity is treated as something to resolve rather than a space to explore. This creates tension: while the in-group provides safety, it can also push or feel the edges of creativity, adaptability, and growth.

Out-Groups: Spaces of Disruption and Learning

By contrast, out-groups are spaces of unfamiliarity. These could be other departments, external partners, or even teams with contrasting norms or behaviors. The out-group represents “the other,” a group that operates differently from the in-group and, in doing so, challenges its norms and assumptions.

Being with an out-group can evoke discomfort or, sometimes, a chance to try being different. The behaviors, perspectives, and approaches of out-groups feel unfamiliar, even unsettling. But this discomfort is where transformation begins. Out-groups disrupt our in-group’s stability, forcing us to question what we take for granted. They highlight the limits of the in-group’s rituals and reveal opportunities for change.

The Experiential Loop: Learning Across Groups

The dynamic between in-groups and out-groups creates a powerful loop of experiential learning. This loop is not a one-time process but an ongoing cycle that shapes both our individual and collective behavior:

1. (Welcomed or Invited) Discomfort: Interactions with out-groups create a sense of unease, a feeling of difference. Their behaviors and norms don’t align with those of the in-group, challenging a sense of stability.
2. Exploration: Discomfort gives way to curiosity or, through exposure, a norm. As we engage with the out-group, we explore their behaviors and question why they approach things differently.
3. Reflection: Through exploration, we see our in-group in a new light. Out-groups show different angles on how we now see the cracks in our rituals, the blind spots in our assumptions, and the opportunities we’ve overlooked.
4. Adaptation (or Reinforcement or No Change): When with out-groups, you notice or experience differences in actions that are brought back to the in-group. These differences subtly reshape in-group norms and behaviors or sometimes reinforce them. This integration doesn’t just change the in-group; it also influences how it interacts with other groups in the future.

When we move fluidly between in-groups and out-groups, this loop becomes a habit, a ritual of learning and adaptation; once seen as threats, the uncanny and the ambiguous become sources of creativity and growth.

The Collective Nature of Behavior

A behavioral truth emerges from this dynamic: we are the collection of our groups. Our behaviors, norms, and approaches to work are not static; they are shaped by the groups we belong to and the interactions we have across those groups. This collective nature of behavior means that change doesn’t happen in isolation. When we engage with out-groups and bring their learnings back to in-groups, the ripple effects extend across teams, departments, and organizations.

This collective emergence drives transformation. It’s not about a single group or us changing; it’s about how the interplay between groups creates new ways of thinking, working, and collaborating.

Reinforcing Growth Through Group Interplay

To seek and support change and let the transformative potential of in-group and out-group dynamics happen, we can take steps to foster these interactions:

1. Have Out-Group Engagement: Create opportunities to work with teams or groups outside your immediate in-group. Cross-functional projects, external collaborations, and job rotations can introduce new perspectives and disrupt existing norms.
2. Support Reflection Across Groups: After engaging with out-groups, reflect on the experiences. What did you learn? What was different? What were some differences that mattered? How might those insights shape the in-group’s behaviors? How (even slightly) would you notice this change?
3. Facilitate Integration: Intentionally bring out-group learnings back into in-groups. This doesn’t always need to happen within the “anxiety containers.” Sometimes it’s as simple as doing something slightly different, different enough to break in-group habits and encourage recalibration or adjustment.
4. Balance Stability and Disruption: While out-groups feel ambiguous and different, in-groups need perceived stability. Respect the in-group’s need for anxiety containers while introducing changes gradually and intentionally.
5. See the Loop: Notice moments when out-group experiences lead to in-group change. Find ways to make this change feel like an in-group norm, reinforcing belonging while encouraging continued engagement with out-groups.

The Workplace as a Mesh of Groups

The interplay between in-groups and out-groups reveals that workplaces are not a monolithic Work-Culture. They are dynamic, ever-evolving meshes of you and your groups, each influencing the other in subtle and profound ways.

This interplay changes not just how we work but also how we think, learn, and grow.

By embracing perceived and experienced out-group differences, the uncanny, and the mystical aspects of these group dynamics, we create workplaces where ambiguity is not feared or welcomed; it is just how we and our group behave. We support environments where collective behaviors show transformation, the boundaries between groups become spaces for connection and learning, and the uncanny becomes a source of creativity and innovation.