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.
- Assumptions and the Johari Window: II
- The roots of both creative and destructive conflict can often be traced to the differing assumptions
of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool
called the Johari window.
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's
political agenda. Here's part one a catalog of some favorite tactics.
- Contextual Causes of Conflict: I
- When destructive conflict erupts, we usually hold responsible only the people directly involved. But
the choices of others, and general circumstances, can be the real causes of destructive conflict.
- Unresponsive Suppliers: I
- If we depend on suppliers for some tasks in a project, or for necessary materials, their performance
can affect our ability to meet deadlines. What can we do when a supplier's performance is problematic,
and the supplier doesn't respond to our increasingly urgent pleas for attention?
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqbdSShvqLklnipfDner@ChaciVOfEUOkZSVcklkgoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- The Power Affect: How We Express Our Personal Power
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