How understanding the Drama Triangle can help you be more effective

Over the years, I’ve developed a deep interest in the interpersonal dynamics of teams. Reflecting on my leadership journey, I often think how much more effective I could have been if I had explored this sooner. When it comes to team interaction my observation is that what is really occurring is not what often appears to be happening. One of the most illuminating models I’ve encountered is the Drama Triangle, a framework that reveals how certain patterns of interaction can create dysfunction within teams. If this is new to you, I suspect it will spark a curiosity to learn more.-

The Drama Triangle: A Brief Overview

First introduced by psychiatrist Stephen Karpman in the 1960s, the Drama Triangle outlines three recurring roles in dysfunctional interactions: the Victim, the Rescuer, and the Persecutor. While this model is often used to explore family and personal relationships, it is equally prevalent in workplace settings. Many of us have unknowingly played one or more of these roles, particularly in moments of high tension.

I’ll explore each role, how it manifests in teams, and how shifting perspectives can break the cycle for more productive collaboration.

The Victim: "Poor Me"

The Victim role is defined by a sense of powerlessness. They may feel trapped, mistreated, or misunderstood, often looking to a Rescuer to intervene. In some cases, they genuinely face challenges requiring support. However, in other instances, the Victim may avoid taking responsibility, attributing their struggles to external forces.

At times, a Rescuer may reinforce this dynamic by perpetuating the idea that the Victim cannot help themselves. While genuine support is crucial, fostering dependency can hinder personal and professional growth. The key is to empower individuals rather than enable helplessness.

The Rescuer: "Let Me Help You"

The Rescuer often sees themselves as the hero, stepping in to solve problems and protect others from adversity. While this instinct is well-intentioned, it can sometimes be counterproductive. When a Rescuer becomes overly involved, they may inadvertently prevent the Victim from developing resilience and self-sufficiency.

In some cases, a Rescuer might even seek out Victims to maintain their sense of purpose, unconsciously keeping others dependent and entering into an unhealthy dynamic. The challenge is to shift from being a rescuer to becoming a coach—guiding and supporting others without assuming responsibility for their challenges.

The Persecutor: "It’s All Your Fault"

A Persecutor is often seen as the villain of the story—critical, controlling, or even abusive. Sadly, poor leadership and workplace toxicity is rife in our sector and genuine perpetrators are easy to find. However, the Drama Triangle reminds us that perception is on occasion unreliable, especially when the dynamic serves the interest of others, in cementing their roles and power.

The most effective way to reframe this role is for the Persecutor to become a Challenger—offering constructive criticism and clear expectations while maintaining respect and support. When accountability is presented in a fair and structured manner, it fosters growth rather than conflict.

 Breaking the Cycle: Transforming Roles

The good news is that we can escape the Drama Triangle by shifting our approach:

• The Victim becomes the Creator, taking ownership of their situation and seeking solutions.

• The Rescuer transforms into a Coach, offering guidance and encouragement without fostering dependency.

• The Persecutor evolves into a Challenger, providing constructive feedback and setting clear expectations.

By embracing these new roles, teams can replace dysfunction with empowerment, fostering a healthier and more collaborative workplace.

The Power of Self-Awareness

The first step in breaking free from the Drama Triangle is recognising when we are playing a role within it. Often, just one person choosing to shift their approach can disrupt the cycle and create a ripple effect of positive change.

Ask yourself:

• Am I stepping in to solve problems that others should handle themselves?

• Am I feeling powerless in a situation where I could take action?

• Am I delivering feedback in a way that encourages growth rather than blame?

By cultivating self-awareness and reframing our roles, we can foster more effective and supportive team dynamics.

Moving Forward

Not all conflicts are part of the Drama Triangle, and genuine workplace issues require attention. However, understanding these dynamics can help us navigate challenges more effectively. By shifting from reactionary roles to proactive mindsets, we can create teams that thrive on accountability, collaboration, and growth.

For those interested in exploring this further, I recommend reading works by Eric Berne and Thomas A. Harris. And if you’d like to discuss how mentoring can help you recognise and break these patterns, let’s connect.

Paul Baker

Bibliography:

Games People Play, Eric Berne M.D., Penguin Life, 1964

I’m OK – you’re OK, Thomas A. Harris M.D., Arrow Books (Penguin Random House), 1973

Links.

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