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:
- The Unappreciative Boss
- Do you work for a boss who doesn't appreciate you? Do you feel ignored or excessively criticized? If
you do, life can be a misery, if you make it so. Or you can work around it. It's up to you to choose.
- Toxic Conflict in Virtual Teams: Dissociative Anonymity
- Toxic conflict in teams disrupts relationships and interferes with (or prevents) accomplishment of the
team's goals. It's difficult enough to manage toxic conflict in co-located teams, but in virtual teams,
dissociative anonymity causes toxic conflict to be both more easily triggered and more difficult to resolve.
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some
people in the rest of the organization. When these conditions prevail, organizational performance suffers.
- Overtalking: III
- Overtalking other people is a practice that can be costly to organizations, even though it might confer
short-term benefits on the people who engage in it. If you find that you are one who overtalks others,
what can you do about it?
- Quips That Work at Work: I
- Perhaps you've heard that humor can defuse tense situations. Often, a clever quip, deftly delivered,
does help. And sometimes, it's a total disaster. What accounts for the difference?
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
- Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum. Available here and by RSS on May 29.
- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 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.