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Sixers' summer soap opera: What the Harden-Morey rift can teach us about organizational dynamics

Aug 15, 2023

2 min

Did star point guard James Harden quit on the Philadelphia 76ers? Or did general manager Daryl Morey break his promise that a large contract would be coming his way after the former MVP took a pay cut last season?

As is almost always the case, the answer sits somewhere in the middle, and that's a complicated place for it to be.

But Kyle Emich, professor of management at the University of Delaware, said there are lessons in the latest Sixers' offseason debacle that can be applied to teams and culture in the workplace:

When you are part of an organization, you need to feel what's called "task significance" to be motivated to do your job. This means that you need to feel that your job has a positive impact on the organization or broader society.
The problems between Harden and Morey indicate that, although playing for the fans may give him some motivation, he no longer believes that the organization is a positive entity. This will greatly decrease his motivation, which influences practice and on-the-court performance (assuming he goes back on his threat to return).
There is an even larger potential influence on things he is not paid for, but that are very important for the 76ers (such as informal mentoring of players like rising star Tyrese Maxey; acting as a role model (e.g., arriving early/leaving late), giving the organization positive press and his presence and demeanor at training camp (which he says he won't attend).
Whether or not people realize it, organizations are emotional environments. Different emotions do different things and this sense of betrayal and anger is likely to make Harden actively move against the Sixers. This is obviously not ideal.
Because Harden is a role model, we need to also be aware of emotional contagion. It is possible teammates will look at the front office with increased scrutiny, which will harm any new players brought in or anyone affected by front office moves.

Emich is available for interviews, and can be contacted directly by clicking on his profile.

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Kyle Emich

Associate Professor, Management

Prof. Emich's research explores the role of individual attributes in team dynamics and other collective environments.

Cognitive ProcessingLeadershipOrganizational BehaviorTeam DynamicsGroup Dynamics

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From Baseball to Business: The Science of Team Success

The ingredients that create a World Series team often mirrors how units achieve success in business. How did they get there? The University of Delaware's Kyle Emich says the answer goes beyond assembling a roster of star players. Emich, a professor of management, says that how players combine their strengths, respond to opponents and create opportunities together can be just as important as individual talent. The same is true in business, where a collection of talented employees doesn’t automatically translate into a high-performing team, he said. One example is the approach that the 2026 Milwaukee Brewers’ took during their postseason run. Rather than relying exclusively on home runs and individual star power, the team created opportunities through a combination of speed, patience at the plate, timely hitting and pressure on opposing defenses. A stolen base, a walk or a defensive mistake might seem like a small event on its own, but the effects can build as players’ actions interact. These interactions matter, he says, because teams are not simply collections of individuals; their performance emerges from how people and their activities affect one another within a larger environment. The same is true in business as well as baseball. Businesses may recruit exceptional employees or invest in promising technologies such as artificial intelligence, yet fail to realize their potential if their processes, team structures and working practices don’t support those strengths. Emich can discuss: • Beyond Moneyball: What baseball’s emphasis on statistics and individual talent reveals about the limits of evaluating people in isolation. • Building better teams: How coordination, complementary strengths and the interaction among team members contribute to performance. • Strategy and competition: What baseball teams’ adjustments to opponents can teach business leaders about responding to competitors and changing conditions. • Technology and the future of work: Why adopting artificial intelligence or other new technologies is not enough without considering how people, processes and technology work together. To reach Emich directly and arrange an interview, visit his profile page and click on the "contact" button. Interested reporters can also send an email to MediaRelations@udel.edu.

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