Why Your Team Keeps Having the Same Problems—And How to Break the Cycle for Good

The same frustrations. The same misalignments. The same issues resurfacing in team meetings, over email, in one-on-one conversations.

You’ve addressed it. You’ve sent the follow-up emails. You’ve had the “let’s all get on the same page” conversations.

And yet… nothing actually changes.

Teams waste countless hours managing conflicts that never actually get resolved—costing businesses in retention, morale, and revenue. In fact, poor communication costs U.S. companies up to $1.2 trillion annually in lost productivity and turnover.
If your team is stuck in a loop of the same problems, it’s not because they’re lazy, resistant, or incapable. It’s because there’s a communication gap—and it’s keeping your team from actually moving forward.

The Problem Isn’t What You Think It Is

One of the biggest mistakes leaders make when trying to solve recurring team issues is assuming the problem is what it appears to be on the surface. But in my work as a Licensed Marriage and Family Therapist (LMFT) and Communication Coach, I see this pattern everywhere—from leadership teams to personal relationships.

The real issue? It’s almost never just about the thing being discussed.
Think about it. When couples argue about the dishes, it’s not really about the dishes. It’s about deeper frustrations—feeling unseen, unheard, or unappreciated. The workplace is no different.

When a team resists a new process, it’s often not because the process itself is bad, but because employees don’t feel included in the decision-making. When accountability is lacking, it’s not always because people don’t care, but because expectations were never clearly set. And when collaboration is off, it’s usually not because people don’t want to work together—it’s because trust is missing.

If the same roadblocks keep showing up, it’s time to dig deeper.
Addressing the surface issue won’t change anything if the root cause isn’t identified.

The Power of Clear and Direct Communication

Most workplace communication is too vague to be effective. People say things like, “We need better teamwork,” or “Let’s communicate more,” or “We need to solve this problem.” But without clarity, these statements don’t lead to real change.

If the goal is to improve teamwork, what does that actually look like in practice? If communication needs to improve, what are the specific breakdowns that need to be addressed? If a problem keeps coming up, what’s the underlying issue that’s keeping it from being resolved?

Leaders must get specific. Instead of broad statements, shift to action-oriented conversations.

Address the Real Barriers to Open Communication

If your team struggles with miscommunication, it’s not just about processes or policies. There are often unspoken factors at play that make people hesitant to speak up, contribute, or engage in meaningful discussions.

Many employees have experienced work environments where questioning decisions wasn’t welcomed, feedback led to punishment, or mistakes were met with blame. If people on your team aren’t speaking up, it’s not necessarily because they don’t have valuable input—it might be because they don’t feel safe doing so.

Fix the System, Not Just the Conversations

Even the best conversations won’t fix recurring team issues if the systems that support communication are broken. If expectations aren’t clearly defined, if meetings don’t lead to action, or if accountability isn’t reinforced, then no amount of discussion will change the outcome.

Are there clear processes in place for tracking progress? Are priorities aligned? Are there real consequences when expectations aren’t met? If not, the same problems will keep showing up.

Small changes in communication can have a huge impact, but they have to be supported by structure. Without that foundation, the cycle will continue.

The Bottom Line

If your team keeps struggling with the same issues, it’s time to stop managing the symptoms and start solving the root cause. Get clear about what’s really happening, shift from vague conversations to direct action, and create a culture where people feel safe to communicate openly.

Break the cycle. Fix the system. Lead the change.