Creating Toxic Conflict: I

Working for a bad manager is frustrating, but working for a truly bad manager drives you absolutely insane. Almost daily, truly bad managers shock their subordinates with unexpectedly breathtaking examples of incompetence, stupidity, and malice. Being a truly bad manager requires energy, devotion, and limitless creativity. Managers aspiring to be truly bad need a comprehensive resource of tools and techniques for driving subordinates insane.

This short essay can't possibly be a comprehensive resource, but it does outline methods for achieving one of the truly bad manager's strategic objectives: creating toxic conflict. Here is Part I of a catalog of techniques for setting subordinates against one another, written as advice for the truly bad manager.

Have overlapping or ambiguous job descriptions

Ensure that the job descriptions of subordinates are written explicitly enough or ambiguously enough that several of them can be read so as to cover some of the same responsibilities. For extra zing, overlap those responsibilities that are most valued, and most likely to be regarded as bases for self-esteem or career advancement.

Set ambiguous, immeasurable performance objectives

To motivate your subordinates to do whatever they can to destroy each other, you want them to be anxious about their own performance. In performance reviews, set objectives that are unclear, ambiguous, and immeasurable. If they also aren't achievable, so much the better.

Play favorites

Show favoritism in making assignments, allocating resources, and distributing credit and praise. Be consistent about confiding in some people, and not others. If you have a small circle of favorites, those outside it will quickly learn to resent those inside it.

Communicate ineffectively

Whenever you communicate anything important, do it ineffectively, and hurriedly depart for an important meeting, off-site, or vacation. Leave them wondering what you really meant. Let them argue it out amongst themselves.

Use harassment, blaming, and scapegoating…judiciously

Repeatedly harassing, blaming, and scapegoating a few specific individuals provides a means of shifting responsibility for failures from yourself or from your favorites onto a few people. Their careers are already in ruins, so it does them no real harm. But it does provide a pattern for other subordinates to use when they need to evade responsibility.

Deny having made previous commitments

When someone Being a truly bad manager
requires energy, devotion,
and limitless creativityclaims that you agreed to do or not do something, and you later didn't do or did do it, deny having agreed to do or not do it. Claim confidently that you thought you were just discussing doing or not doing it. And make sure one of your favorites backs you up.

Overload some people and underload others

Distribute work unevenly. Make sure some people have to work, well, not 24/7, but maybe 19/6 or something like that, while others can just kick back. Keep stress levels at maximum.

We'll continue next time with many more ideas for creating toxic conflict.   Next issue in this series   Top    Next Issue

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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Coming May 14: Working with the Overconfident

A cognitive bias known as the Overconfidence Effect causes us to overestimate the reliability of our judgments. Decisions we make based on those judgments are therefore suspect. But there are steps we can take to make our confidence levels more realistic, and thus make our decisions more reliable. Available here and by RSS on May 14.

And on May 21: Mismanaging Project Managers

Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.

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