Understanding the Aggressive/Defensive Cluster in the Group Styles Inventory (GSI)
When a team works under pressure, their shared thinking and behaviours can either help them collaborate effectively – or create tension that undermines performance. The Group Styles Inventory (GSI) by Human Synergistics is designed to help teams understand exactly how their collective thinking styles influence the way they solve problems and make decisions.
In this article, we’ll explore what the GSI measures, what the Aggressive/Defensive cluster is, the styles it includes, and practical ways to shift a team towards the Constructive cluster where collaboration and innovation thrive.
What is the Group Styles Inventory (GSI)?
The Group Styles Inventory is a research-based assessment that measures how teams approach decision-making, problem-solving, and collaboration.
It looks at group thinking styles, not individual personalities – focusing on the shared beliefs and patterns that shape team behaviour in the moment.
The twelve styles measured by the GSI are grouped into three clusters:
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Constructive – thinking that supports cooperation, learning, and high performance.
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Passive/Defensive – thinking that is self-protective and approval-seeking.
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Aggressive/Defensive – thinking that is competitive, oppositional, and control-oriented.
The GSI gives teams a clear picture of their current patterns and helps identify the changes needed for better results.
What is the Aggressive/Defensive Cluster?
The Aggressive/Defensive cluster describes thinking styles where team members are focused on establishing their status, maintaining control, or protecting themselves through forceful or critical behaviour.
While these styles can sometimes produce short-term results, they often lead to conflict, reduced trust, and less willingness to share ideas.
The four Aggressive/Defensive styles are:
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Oppositional – Critiquing and pointing out flaws more than offering solutions.
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Example: A team member routinely highlights why an idea won’t work without suggesting alternatives.
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Power – Using authority, position, or force to influence outcomes.
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Example: A leader makes unilateral decisions and expects compliance without discussion.
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Competitive – Striving to win or outperform others, sometimes at the expense of team objectives.
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Example: Team members withhold information so they can take credit for a breakthrough.
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Perfectionistic – Setting unrealistically high standards and focusing on detail over progress.
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Example: A group delays launching a project because it’s not “perfect” yet, even if it’s functional and ready.
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While these behaviours can give an impression of urgency or control, they often create tension, reduced creativity, and reluctance to take risks – all of which limit long-term team success.
5 Ways to Shift a Team Towards Constructive Styles
If your GSI results show strong Aggressive/Defensive patterns, you can actively steer the team towards the Constructive cluster, where members feel safe to contribute, collaborate, and share ownership of outcomes.
Here’s how:
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Encourage Solution-Focused Dialogue
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When challenges arise, redirect discussions from fault-finding to problem-solving.
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Use facilitation techniques like “Yes, and…” to build on ideas rather than shut them down.
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Balance Challenge with Support
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Encourage healthy debate, but frame it as collective improvement, not personal victory.
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Acknowledge contributions and effort, not just outcomes.
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Clarify Shared Success Metrics
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Make team goals clear and measurable, emphasising collective wins over individual competition.
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Model Vulnerability as a Leader
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Admit when you don’t have all the answers.
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This reduces the pressure on others to always “be right” or “in control” and opens space for collaboration.
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Focus on Progress Over Perfection
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Set realistic quality standards and celebrate milestones.
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Reinforce that learning and improvement come from action, not endless polishing.
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Conclusion: Turning Pressure into Performance
The Aggressive/Defensive cluster in the Group Styles Inventory shows where teams might be operating in a high-control, high-pressure mode that limits trust, innovation, and shared success.
By intentionally shifting towards Constructive thinking styles, teams can maintain accountability and high standards without creating fear or internal competition – enabling them to deliver stronger, more sustainable results.
If you want to understand your team’s current styles and create a pathway to Constructive thinking, the Group Styles Inventory offers the insights and our consultants can help you with the strategies to help you get there.