Employee behavior harmful to the employer's legitimate interests is called Counterproductive Work Behavior (CWB). Gruys and Sackett have developed a typology of CWBs that have since been widely studied and researched. They are property theft or destruction; misuse of information, time, or resources; unsafe behavior; poor attendance; poor quality work; alcohol or drug use at work; and inappropriate verbal or physical action.
While most of these categories apply to knowledge workplaces, knowledge workplaces are sufficiently distinct that they are spawning their own forms of these CWBs. Although they can all be subsumed into the conventional CWB categories, recognizing them as distinctive forms is essential to detection and control. Responsible management of the assets and property of knowledge-oriented organizations therefore requires familiarity with CWBs in forms rarely seen in other workplaces. Here are some CWBs specific to the knowledge-oriented workplace.
- Fabricated results
- Intentionally producing information assets and presenting them as factual, when they are actually only conjectured or imagined, can be damaging in itself. But when additional developments are built on foundations that include fabrications, the result is an unreliable mixture of fact and fiction.
- Organizational perfectionism
- Although we usually regard perfectionism as a personal dysfunction, its organizational form can be damaging on a far greater scale. It can consume resources and delay the availability of results that could otherwise have produced significant advancements for both the organization and society at large.
- Plagiarists do expose their employers to significant liability for theft of intellectual property. But perhaps more widespread damage arises when undetected plagiarists are subsequently assessed as more capable and responsible than they actually are. Their peers suffer by comparison, and employers then make erroneous task and responsibility assignments that can lead to organizational catastrophes.
- Poorly documented work products
- Some knowledge Responsible management of the assets
and property of knowledge-oriented
organizations requires special knowledgework is valuable only to the extent that its results can be reliably reproduced, maintained, inspected, or extended by people other than its originators. Documentation is thus at least as important as the results themselves. Some knowledge workers distort or withhold documentation as a "job security" strategy. Too often, the strategy is effective.
- Specious attacks on the work of colleagues
- Toxic forms of workplace politics often include specious attacks on colleagues. However, in the knowledge-based workplace, these attacks can occur in the domain of the organization's knowledge-based work products. Combatants can make specious claims about one another's work, which, if accepted by management, can lead to strategic choices that harm the organization and its customers.
- Excessive elaboration
- Sometimes we make our problems, and their solutions, more complex than they need to be. By substituting complexity for completeness, we seek to impress others with our prowess. Utility and value rarely follow.
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More articles on Ethics at Work:
- Some Truths About Lies: I
- However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly
tries to mislead you? Here's Part I of a catalog of techniques misleaders use.
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Virtual Termination with Real Respect
- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid
travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people
in person is not only a gesture of respect. It's good business.
- Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
Forthcoming issues of Point Lookout
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- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
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Road, Berlin, CT 06416: September 19,
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- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.