Relationship (“Give and Take” concept”)
Introduction
Linking “Give and Take” concept with “Takers, Fakers, and Makers”
Introduction
Adam Grant’s “Give and Take” concept is one of the most influential frameworks on workplace reciprocity and contribution.
He identified 3 main interpersonal styles that shape collaboration, trust and success at work:
| Type | Description | Motivation |
|---|---|---|
| 1. Takers | Focus on personal gain; seek to get more than they give. | Self-interest |
| 2. Matchers | Seek fairness; give when they expect something in return. | Reciprocity |
| 3. Givers | Focus on contributing to others without expecting immediate payback. | Collective good |
While givers are often the most successful, they are the most vulnerable; they succeed when they pair generosity with discernment (avoiding burnout or exploitation).
The best teams balance giving cultures, where help and trust flow freely, with accountability and mutual respect.
“Takers, Fakers and Makers” concept builds on “Give and Take” concept
The Takers–Fakers–Maker’s lens extends the “Give and Take” concept by adding authenticity and integrity as key differentiators.
It’s especially useful in change management and leadership, where surface-level support or performative behaviour can undermine trust.
Here’s how they align:
| Type | Similar “Taker–Faker–Maker” Type | Key Difference |
|---|---|---|
| 1. Taker | Taker | Same orientation: self-serving, extractive. |
| 2. Matcher | Faker | The faker “appears fair” but is often more image-driven than genuinely reciprocal. They look like matchers but act inconsistently. |
| 3. Giver | Maker | The maker adds creation and sustainability to giving — they don’t just give, they build value and ```````````` |
Comparing the 2 Concepts
| Dimension | Give and Take | Takers- Fakers- Makers |
|---|---|---|
| 1. Core idea | Reciprocity: who gives vs. who takes | Authenticity and purpose: who truly contributes |
| 2. Focus | Behavioural orientation | Integrity and impact |
| 3. Best performer | Giver (when strategic) | (sustainable contributor) |
| 4. Risk factor | Givers can burn out | Makers can be slowed by fakers or takers |
| 5. Organisational outcome | Cultures of generosity outperform self-interest | Cultures of authenticity sustain change |
Application to Change Management
| Type | Change Behaviour | Impact on Change Culture |
|---|---|---|
| 1. Taker | Exploits change for self-advantage, resists collaboration. | Undermines trust; short-term compliance only. |
| 2. Faker | Publicly supports change but privately avoids action; maintains image. | Creates illusion of engagement; slows progress. |
| 3. Maker | Authentically engages, co-creates solutions, supports others. | Builds trust, learning, and sustainable transformation. |
Summary
- Takers drain energy.
- Fakers confuse energy.
- Makers create energy.
Sustainable, change-ready organisations cultivate more makers, ie people who give authentically, align with shared purpose and turn ideas into lasting value.
(main source: Adam Grant, 2022)