How Self-Deception Spreads: Why Toxic Culture Isn’t Just About Bad Apples

Unmasking the hidden cycles that turn good people into bad teams

When organizations struggle with low trust, high turnover, or chronic underperformance, leaders often blame a few 'bad apples.' But 'Leadership and Self-Deception' reveals a deeper truth: toxic culture is rarely about individuals—it’s about the invisible spread of self-deception and collusion. Here’s how it works: when one person justifies their negative behavior ('I’m overworked, so I can’t help others'), others respond in kind, creating a feedback loop of blame and defensiveness. Over time, this cycle becomes the norm, shaping how teams interact and make decisions.

Collusion is the silent killer of culture. Two colleagues, each convinced the other is the problem, reinforce each other’s worst behaviors. Meetings become battlegrounds, feedback is weaponized, and trust evaporates. Attempts to fix the problem with new rules or incentives usually fail—because the real issue is how people see and treat each other, not what they do on the surface.

The good news? Change can start anywhere. Research and real-world case studies show that when even one person steps out of the box—choosing empathy, curiosity, and accountability—it disrupts the cycle. Others notice, and slowly, the culture shifts. Leaders play a critical role: by modeling vulnerability, listening, and seeing others as people, they set a new tone. Over time, teams rebuild trust, collaboration improves, and results follow. 1 4

If your organization is stuck, look beyond the 'bad apples.' Ask: how are we colluding in blame and self-justification? What would it look like to step out of the box, even in small ways? The answer could transform not just your culture, but your entire organization.