Preface:
Imagine group life as an iceberg—what you see above the water is just the tip: the clear, measurable goals everyone talks about, we call it the primary task. But beneath the surface, in the murky depths, lies the often-overlooked survival task—the unspoken rules, hidden currents, emotions, and anxieties that really drive group’s behavior, a lot of which is sub-conscious.
Most people focus on the visible tip, missing the complexity lurking below. And just like with icebergs, ignoring what lies beneath can lead to unexpected collisions!
Understanding the dual layers: Primary task and Survival task:
- Primary task: The primary task is the explicit purpose or objective for which the group was formed. It is the official work the group is supposed to accomplish. For a business, this might be the production of goods, the provision of services, or achieving specific goals or outcomes.
- Survival task: The survival task refers to the implicit, often sub-conscious, activities and behaviors that are necessary for the group’s internal cohesion and existence. It involves maintaining the group’s stability, managing anxieties, and ensuring that the group can continue to function over time.
The dynamic disequilibrium during change
There is often a dynamic tension between the primary and survival tasks. While the primary task demands focus on external objectives, the survival task requires attention to internal dynamics. Groups must balance these to avoid dysfunction
During organizational change, the precedence of either task may vary depending on the phase of the change process. Early on, addressing survival concerns (such as fear of change, loss of security) might be more critical to ensure that employees are open to the change. As the change progresses, the primary task (such as achieving the specific objectives of the change) may take precedence. This is a dynamic disequilibrium and requires constant adjustment based on the context.
When groups deploy collective defense mechanisms during radical changes:
When a group works on a task, members of the group always – albeit mostly unconsciously – have the survival of the group in mind. “Although this fundamental task is frequently disguised or masked, survival as a group becomes the primary preoccupation and latent motivating force of all group members…” (Hayden and Molenkamp, 2002, p.7). When the survival of the group is at stake, the collective defense mechanisms kick in multiple ways, some are enlisted below:
- Formation of In-groups and Out-groups: Teams may split into sub-groups that align with either the primary task or the survival task. For example, In-groups might focus on maintaining the status quo, while out-groups may push for change. This division can create internal conflict, diverting energy from both tasks.
- Projection and Blame (externalization and scapegoating): Leaders might project the causes of their difficulties onto external factors, such as market conditions to avoid addressing the internal survival challenges. Also blaming individuals or subgroups within the team for perceived failures or threats to survival can temporarily relieve group tension but undermines trust and cohesion.
- Hyper-tasking and Micro-managing: Teams can become overly focused on their primary task through hyper-tasking in order to avoid the uncomfortable survival challenges. Conversely, leaders may exercise excessive control over details or micro-manage.
- Denial and Regression: Teams might cling onto familiar routines and processes even as the survival task looms larger. Similarly, teams regress to old habits / past practices even if they are no longer effective.
Conclusion:
The dual layers of group life—primary task and survival task—are integral to understanding and managing change. By recognizing the influence of these layers, leaders can design and implement change strategies effectively.
If the change aligns with the primary task—such as improving efficiency, entering new markets, or adopting new technologies—there is often a clearer pathway to gaining support from stakeholders. Conversely when change initiatives are perceived as misaligned with the primary task or as threats to established processes, resistance can emerge.
Neither the primary task nor the survival task is inherently more important; their precedence is context-dependent. The key for leaders is to be attuned to the needs of their group, knowing when to emphasize one layer over the other to ensure both the achievement of organizational goals and the long-term sustainability of the group.
Srikanth is the founder of Vruddhi India, a management consulting firm focused on Change leadership practices. We specialize in guiding companies through the complexities of change in a way that is uniquely personal and customized. You can email me at srikanth.pv@vruddhiindia.com for more information.