Workplace morale problems rarely have quick fixes or simple technical solutions.

Strong leaders resist rushing to solutions before fully understanding the problem.

Employees closest to the work often have the clearest insight into needed change.

We’ve all been there—maybe there’s been an economic downturn leading to layoffs and turnover, or maybe the company has been acquired and is going through a major restructuring with plenty of growing pains and changing expectations along the way. Or maybe there’s simply a new boss whose new policies and procedures clash with those of the department they’re charged with leading. Whatever the reason, most of us have experienced workplace climates that are less than ideal. The problem is that low morale is like a virus—it spreads quickly and can be difficult to contain once it takes hold.

Additionally, once morale is low, there’s little incentive to be engaged or do one’s best work. Productivity suffers, potentially exacerbating problems within the organization and creating a negative feedback loop of employee dissatisfaction and poor output.

If you are charged with leading such a unit, what role can you play to help turn things around?

According to researcher Ronald Heifetz and colleagues at Harvard’s Kennedy School, the solution may be more nuanced than one might think. One of the most common leadership mistakes in these situations is treating the problem like a technical........

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