Karpman Drama Triangle in Scrum and How the Victim Role Impacts Teams
Today I attended a fascinating coaching session led by an experienced Scrum Master.
The topic?
The “Victim” role in teams, particularly within the framework of the Karpman Drama Triangle.
What made this session remarkable wasn’t just the clarity of the concepts being explained—it was the way the Scrum Master engaged with a team member who was struggling. Watching the transformation as the discussion unfolded was nothing short of inspiring.
The Scrum Master, acting almost like a professional psychologist, began by gently but directly addressing the issue, explaining how the team member’s behavior aligned with the Victim’s role. She outlined the key traits—the tendency to feel powerless, to seek sympathy, and to shift responsibility to external factors.
And if you think that’s all, you’d be wrong.
With empathy, she guided this person toward understanding their own behavior and offered actionable steps to break free from the Victim mindset. I noticed a remarkable shift in the individual’s attitude. That session left me reflecting deeply on the impact this role can have on Scrum teams and how it can be addressed.
Let me share what I’ve learned from this…
Karpman Drama Triangle in Scrum and Its Origin
The concept of the “Victim” originates from Karpman’s Drama Triangle, a psychological model that outlines dysfunctional interaction patterns. In this framework, three roles:
- Victim,
- Persecutor, and
- Rescuer.
While none of the roles in this triangle are healthy, I’m going to concentrate on the Victim role for this post, since that’s what we’ve been talking about today.
The Victim feels helpless, blaming others or circumstances for their challenges. While this role may seem passive, it significantly influences team dynamics by drawing others into the triangle, often creating cycles of conflict and dependency.
In Scrum teams, the Victim role manifests in specific, recognizable behaviors:
- They voice frequent dissatisfaction, whether about the workload, the project, or teammates.
- Their words and actions often aim to garner pity or validation from others.
- They deflect accountability for issues, blaming external factors or other team members.
- They shy away from taking initiative or making decisions.
These behaviors are rooted in underlying feelings of powerlessness and fear of failure. Understanding why someone assumes the Victim role is key to addressing it effectively.
Why Does Someone Feel Like a Victim?
People adopt the Victim role for various reasons, often tied to deeper psychological patterns:
- They’d rather avoid responsibility than risk making a mistake.
- They may doubt their skills or ability to contribute meaningfully.
- Previous negative experiences in teams or workplaces can reinforce a sense of helplessness.
- Ambiguity in their responsibilities can exacerbate feelings of uncertainty and powerlessness.
In Scrum, these feelings can be intensified by the constant need to deliver, communicate, and adapt.
The Consequences of the Victim Role for Scrum Teams
When a team member adopts the Victim role, the impact extends far beyond their individual performance. It can ripple through the team in the following ways:
- Constant negativity can drain the energy and enthusiasm of other team members.
- A focus on problems rather than solutions slows progress and diverts resources.
- Victim behaviors can provoke defensive or frustrated responses from teammates.
- Self-pity creates emotional distance, making collaboration and trust more difficult.
Addressing the Victim role is therefore not just about helping one individual but about preserving the health and productivity of the entire team.
How to Help Someone Who Feels Like a Victim?
Throughout my career, I’ve seen how important it is to address this behavior with care and intention. Here are some strategies I’ve found particularly effective:
Encourage Self-Awareness:
Gently help them recognize their behavior and its impact on the team. I’ve often used moments of reflection to ask open-ended questions like, “How do you think this situation could be approached differently?”
Sharing real-life examples from other teams I’ve worked with can help them see parallels without feeling targeted.
Promote Empowerment:
Assign tasks that give them ownership and a sense of accomplishment. Early in my career, I’d give smaller, manageable tasks to build confidence before gradually increasing complexity.
Involve them in decision-making. I’ve found that when someone feels heard and their input valued, they’re more likely to step up.
Foster Open Communication:
Create a safe space where they can share concerns without fear of judgment. I always emphasize that it’s okay to voice frustrations—as long as we’re also working on solutions.
Actively listen and validate their feelings. When I’ve faced similar situations, simply showing empathy has often been the first step toward resolution.
Set Clear Expectations:
Define their role and responsibilities explicitly to eliminate ambiguity. I’ve learned that when expectations are unclear, uncertainty can breed negativity.
Provide regular feedback, highlighting both areas for improvement and success. I make it a point to celebrate even small wins to reinforce positive behavior.
Practice Empathy:
Seek to understand the root causes of their behavior—whether personal or situational. I remember a team member who struggled due to challenges at home, and taking the time to listen made all the difference.
Offer support and encouragement. I’ve seen firsthand how a few kind words can motivate someone to change their mindset. Although it takes some time…
Preventing the Victim Role in Scrum Teams
Prevention is always better than intervention. A positive team culture and setting the right foundations can minimize the likelihood of someone adopting the Victim role.
Here’s how:
- Encourage an environment where team members feel safe to express concerns, admit mistakes, and ask for help (we call this Building Psychological Safety). I’ve often started retrospectives with activities that promote vulnerability, like sharing personal highs and lows of the week.
- Make sure everyone understands the objectives and their role in achieving them.
- Acknowledge and celebrate individual and team accomplishments to build confidence and motivation.
- Continuous learning and skill development will help team members feel capable and valued.
- As a leader or Scrum Master, demonstrate resilience, accountability, and a solution-focused mindset.
Final Thoughts
The session was truly eye-opening. Witnessing the Scrum Master’s empathetic yet direct approach reinforced my belief in the power of addressing team dynamics with care and intention.
Understanding and addressing the Victim role in Scrum teams in such a thoughtful way not only helps individuals grow but also strengthens the bonds within a team. By recognizing these patterns and guiding team members toward self-awareness and empowerment, we create an environment where everyone thrives.
Reflecting on that coaching session, the transformation I witnessed serves as a powerful reminder that change is always possible. With the right guidance, anyone can step out of the Drama Triangle and emerge as a confident, contributing member of the team.
It’s not just about overcoming obstacles or unlocking the full potential of individuals and teams—it’s about helping people lead better lives.
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