The labels we use at work can quietly become stories we stop questioning. In this episode, Steven Morris explores how words like “dysfunctional,” “infighting,” or “crazy” can shape what leaders notice, what teams believe, and what feels possible to change. Through examples from his coaching work and research from Ellen Langer, Steven looks at why naming a problem can be useful—and why the story behind that name still needs to be examined.
In today’s episode, I explore the stories that hide inside the labels we use at work.
Words like “dysfunctional,” “infighting,” or “crazy” can feel like useful shorthand. But once repeated often enough, they can start to sound like settled facts.
The problem is that a label can make us stop looking. We begin filtering every new experience through the story we already believe.
I share examples from teams and leaders I’ve worked with, along with research from Ellen Langer, to look at how naming something can shape what we notice, what we expect, and what we believe can change.
The goal isn’t to avoid naming problems. It’s to make sure the story behind the name has earned its place.
Join me as I explore:
✅ How labels become fixed stories inside teams
✅ Why repeated narratives can narrow what leaders notice
✅ The difference between naming a problem and settling on a conclusion
✅ How questioning the label can uncover contradictory evidence
✅ Why useful stories need to be supported by what’s actually happening
Key Takeaways:
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