Counterproductive Knowledge Work Behavior

Employee behavior harmful to the employer's legitimate interests is called Counterproductive Work Behavior (CWB). Gruys and Sackett [Gruys 2003] 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.

Plagiarism

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. See "Abraham, Mark, and Henny," Point Lookout for April 3, 2002, for more.

Although these forms of CWBs are more easily described than controlled, control begins with recognition. Have you seen any of the counterproductive behaviors listed above?  Next in this series  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

For more examples of counterproductive workplace behavior in knowledge-oriented workplaces, see "Counterproductive Knowledge Workplace Behavior: II," Point Lookout for August 9, 2017.

Footnotes

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Ethics at Work:

Some Truths About Lies: II

Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.

When You Aren't Supposed to Say: II

Most of us have information that's "company confidential," or possibly even more sensitive than that. Sometimes people who try to extract that information use techniques based on misdirection. Here are some of them.

Extrasensory Deception: II

In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit the advantages of the drafting role. Some drafters don't meet that standard.

More Things I've Learned Along the Way: IV

When I gain an important insight, or when I learn a lesson, I write it down. Here's Part IV from my personal collection. Example: When it comes to disputes and confusion, one person is enough.

On Standing Aside

Occasionally we're asked to participate in deliberations about issues relating to our work responsibilities. Usually we respond in good faith. And sometimes we — or those around us — can't be certain that we're responding in good faith. In those situations, we must stand aside.

See also Ethics at Work and Devious Political Tactics for more related articles.

Forthcoming issues of Point Lookout

Coming October 5: Downscoping Under Pressure: I

When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.

And on October 12: Downscoping Under Pressure: II

We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendbTtLLSVlUPPCNkAner@ChacthFxWKdRwnLylOCDoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info