When toxic conflict erupts within work groups, we usually look for causes in the behavior of the people engaged in conflict. Often, though, the root causes lie elsewhere. One area worth examining is the behavior and policies of the supervisor. Here is Part II of a little catalog a management behaviors, beliefs, and policies that tend to create toxic conflict, written as advice and guidance for the truly bad manager seeking to create toxic conflict. See "Creating Toxic Conflict: I," Point Lookout for March 25, 2015, for more.
- Tolerate abusive behavior
- When one subordinate attacks, bullies, or otherwise abuses another, it's none of your business. Let them work it out. Nuff said.
- Sow distrust
- When subordinates trust each other, they quickly become unmanageable. It becomes difficult to get them to promise to do the impossible, because they trust each other enough to speak truth to power. And we can't have them speaking truth to power. Subordinates must believe at all times that they're all willing to go to any lengths to get ahead of each other.
- Tolerate cliquishness
- Resist the temptation to break up cliques. Although cliques often reduce productivity, they do so largely by creating tensions and toxic conflict within the group. And that's exactly what you want. A little lost productivity is a small price to pay for creating some long-lasting toxic conflict.
- Use fear as a management tool
- Eloquence, charisma, and leadership skills can get you only so far. To produce maximum productivity, instill fear. Sometimes, even that isn't enough — only sheer terror will get the management job done. Make them fear for their careers, their families, and their very existence.
- Adhere to the "personality clash" model of toxic conflict
- Group dynamics When subordinates trust each other,
it becomes difficult to get them to
promise to do the impossibleexperts do advise that two-person conflict has sources that are typically more diffuse than just the two people involved. That advice isn't worth the screen it's displayed on. The two people involved are the root cause of the difficulty. Order them to go into a conference room and not come out until they are friends. And set a reasonable time limit, like, say, 45 minutes.
- Push people beyond the breaking point
- Because chronic, intense stress causes people to lose control, push people very, very hard. Tell them the survival of the company, and therefore their jobs, depends on their getting their work done in x time, where x is about a quarter of what it should actually take.
- Accept immigrants
- Sometimes managers do try to offload onto other managers their incompetent, troublesome, difficult, insubordinate, narcissistic, borderline-psychopathic, or otherwise unmanageable employees. To most managers, being asked to receive — or being ordered to accept — such people is a problem. But to those aspiring to truly bad management, it's the solution to a problem. Difficult people provide some valuable raw material for toxic conflict.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Conflict Management:
- Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming
culture can't perform at a high level, because its people can't take reasonable risks. How can you tell
whether you work in a blaming culture?
- Hurtful Clichés: II
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or
"Nice to meet you." Some other clichés aren't harmless, but they're so common that
we use them without thinking. Here's Part II of a series exploring some of these clichés.
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Handling Heat: I
- Heated exchanges in meetings are expensive to both the organizational mission and to the careers of
the meeting's participants. Preventing them — or dealing with them when they happen — is
everyone's job. But what can you do when they persist?
- Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight
places. Waiting is an often-overlooked strategic option.
Forthcoming issues of Point Lookout
- Coming January 24: Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
- And on January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
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