In the Me-ness dynamic, individuals prioritize their personal interests, desires, and ambitions over the collective needs and goals of the group. Individuals in this dynamic may compete with or undermine their colleagues, seeking personal recognition and advancement rather than the success of the group as a whole. They may also resist taking on responsibilities or roles that do not directly benefit their own interests. Individuals under the influence of Me-ness tend to be hyper-aware of the vulnerabilities inherent in authorizing others or being authorized themselves. They may resist granting authorization to others due to fears of exploitation or loss of control. Conversely, they may also resist being authorized, perceiving authorization as a threat to their autonomy or self-interest. Me-ness can manifest in a variety of ways: ###**Lack of commitment** Individuals give lip service to the group's objectives but undermine their authority in practice by failing to fully invest their time, energy, and resources in achieving them. They may prioritize personal projects, interests, or agendas over the work required to advance the group's goals. ### **Competitive behavior** Members view their colleagues as rivals rather than collaborators, seeking to outshine or undermine others in order to advance their own position within the group. They struggle to transmit authorization to peers or subordinates that they perceive as competitive. ### **Resistance to authority** Individuals bristle at guidance, direction, or feedback, perceiving them as threats to autonomy. They may outright reject the authorization granted to leaders making group functioning difficult. ### **Lack of accountability** When individuals are primarily focused on their own interests, they're be less likely to take responsibility for their actions, decisions, and impact on the group. They may be quick to take credit for successes but eager to deflect blame for failures or shortcomings. ### **Difficulty with shared decision-making** Individuals prioritize their own opinions and ideas over finding common ground or considering alternative perspectives, and reject the authorization of designated decision makers. This can lead to gridlock, conflict, and a lack of progress. ### **Rabbit holes and procrastination** This flavor of Me-ness represents a form of avoidance behavior, where individuals engage in activities that feel productive but are ultimately misaligned with their assigned tasks and the group's goals. By going down "rabbit holes" or procrastinating on peripheral tasks, they can satisfy their need to feel busy and productive while unconsciously avoiding the discomfort or challenge of the work that truly matters. ### **Astronaut architecture.** The tendency of technical experts, such as engineers or designers, to over-complicate solutions or introduce unnecessary complexity into their work, often driven by a desire to make the work more intellectually stimulating or challenging, aligning with their interests rather than the practical requirements of the task at hand. The Me-ness dynamic erodes the sense of shared purpose, responsibility, and interconnectedness that is essential for collaborative work. When individuals are primarily driven by self-interest, it becomes difficult for them form the trusting relationships with colleagues that are necessary for effective collaboration and the smooth exchange of authorization. Moreover, Me-ness can create a toxic and demoralizing atmosphere within the group, as individuals become increasingly distrustful, competitive, and disengaged. This can lead to a vicious cycle where the lack of cohesion and progress further fuels individual self-interest and disillusionment.