An Enneagram Perspective on Team Silence

Lots of people are posting about when a team goes quiet. I thought I would offer a perspective through the lens of the Enneagram.

When we are referring to a silent team, we are referring to a team that has given up; a team that knows their perspective will not be considered and, in more extreme cases, will be punished in a variety of ways.

I believe what we are looking at is how to notice when your team is saying "no" without using that word. We are looking at the nonverbal and indirect ways leaders can learn to see the spark of a flame before it ignites.

One of the fascinating dimensions of the Enneagram that I believe will provide insight to this topic is called "stances" or, based on the work of psychoanalyst Karen Horney, the "Hornevian groups."

The Enneagram stances outline how different types get what they want. People will attempt to get their needs met and tasks accomplished in three different ways: moving against, moving with or moving away from people and systems that are creating difficulty in their day-to-day tasks.

The Assertive Group

The Enneagram numbers that typically move AGAINST people and systems are Types 3, 7 and 8.

When Type 3's want to say "no," they chose to redirect rather than refuse to do a task.

When Type 7's want to say "no," they propose a variety of alternatives to avoid constraints.

When Type 8's want to say "no," they often take control rather than collaborate.

The assertive triad's indirect ways of saying "no" can paradoxically contribute to team silence. While these types may appear to be communicating clearly, their tendency to redirect, propose alternatives, or take control can actually suppress open dialogue.

Team members may feel bulldozed by Type 8's forceful direction, misled by Type 3's strategic pivots, or distracted by Type 7's constant stream of new ideas. This can result in a false sense of agreement or progress, where actual concerns or disagreements are left unaddressed, fostering a culture of superficial consensus rather than genuine collaboration.

The Compliant Group

The Enneagram numbers that typically move WITH people and systems are Types 1, 2 and 6.

When Type 1's want to say "no," they defer to rules and standards instead of speaking up.

When Type 2's want to say "no," they use commitments to others as a shield.

When Type 6's want to say "no," they over-rely on authority and consensus over their own opinion.

The compliant triad's approach to saying "no" can create a culture of passive agreement that stifles honest communication. Type 1's rigid adherence to standards may discourage creative problem-solving, while Type 2's tendency to overcommit can lead to burnout and resentment. Type 6's constant deferral to authority or the group consensus can result in groupthink, where critical perspectives are suppressed.

This compliance-driven silence can create an illusion of harmony while masking underlying issues, ultimately leading to decreased innovation, unresolved conflicts, and missed opportunities for improvement.

The Withdrawing Group

The Enneagram numbers that typically move AWAY from people and systems are Types 4, 5 and 9.

When Type 4's want to say "no," they disengage to protect their personal vision.

When Type 5's want to say "no," they retreat into analysis paralysis.

When Type 9's want to say "no," they avoid conflict or decision-making through ambiguity.

The withdrawing triad's methods of saying "no" can significantly amplify team silence by removing key voices from the conversation altogether. Type 4's tendency to disengage when they feel misunderstood can deprive the team of unique perspectives. Type 5's retreat into solitary analysis can delay decision-making and create information silos. Type 9's conflict avoidance through ambiguity can leave important issues unresolved and create a false sense of agreement.

This collective withdrawal can lead to a vacuum of communication where critical feedback, innovative ideas, and necessary conflicts are suppressed, ultimately stifling team growth and effectiveness.

Breaking the Silence

Building a truly strong team goes beyond surface-level communication exercises—it requires a nuanced understanding of each member's communication style, including how they express disagreement.

Using a tool like the Enneagram to reveal these patterns doesn't just prevent silence, it shows teams how to actively leverage diverse perspectives to drive innovation and a powerful and effective team culture.