Counterproductive Knowledge Workplace Behavior: II

Counterproductive Work Behavior (CWB) is behavior harmful to the employer's legitimate interests. Gruys and Sackett have developed a complete typology that I briefly described in Part I of this catalog. Controlling these behaviors in knowledge-oriented workplaces requires recognizing the special forms they take there. That's why I collect knowledge-oriented CWBs as I remember them or encounter them. Here is Part II of my collection.

Deviating from required procedures

In knowledge-oriented workplaces how work is done can be as important as whether work is done. We have mandatory procedures to ensure that work is done correctly. Whether deviations and shortcuts result from negligence, ignorance, or intention, they erode confidence in results.

Concealing deviations from required procedures

Fearful about being discovered and then facing the consequences, those who deviate from required procedures sometimes conceal their deviations. Employers take note: when designing required procedures, take care to devise mechanisms that can detect both deviations and attempts to conceal those deviations.

Misrepresenting sources

When authoring reviews of knowledge literature, citing sources is a respected and valuable tradition. Typically, authors include citations when they paraphrase an important morsel of knowledge previously reported by another author. The key word here is paraphrase. To paraphrase is to restate in one's own words, usually to simplify or shorten the original statement. Restating the original statement so as to alter its meaning — often called "spin" — is not paraphrasing. It can be negligent misrepresentation, or lying, or goodness knows what else.

Withholding results, intermediate results, or methods

To withhold or conceal results is clearly a violation of the trust the employer places in the employee. Less often recognized as a violation is withholding intermediate results or the methods used to obtain them. How we generate knowledge can be as important and valuable as the knowledge itself — maybe more important and more valuable.

Misrepresenting status

Under pressure Under pressure to produce results,
some seek relief from the
pressure by misrepresenting
the status of the effortto produce results, some seek relief from the pressure by misrepresenting the status of the effort. They claim more progress than they actually have, or they claim they've recently resolved obstacles not actually resolved, or they claim they're blocked by obstacles that don't actually exist, all to conceal the true state of the effort. The pressure they feel is sometimes unfair — it might be the root cause of the problem. Still, misrepresenting status is not the solution. It conceals the real problem, and therefore prevents resolution.

Invoking confidentiality illegitimately

Certainly there are occasions when internal confidentiality is appropriate, as when we must compartmentalize for security reasons the distribution of information and knowledge. And just as certainly, and certainly unethically, confidentiality can be abused for personal or internal political purposes. Such abuse can hinder the organization's attempts to fulfill its mission. Monitoring abusive invocations of confidentiality is difficult and doable. Don't get caught abusing the process.

Have you witnessed any of these behaviors? What did you do about it?   First issue 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!

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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:

Email Ethics

Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new technology arrives, explicitly extending the ethical code seems necessary — no matter how civil the society. And so it is with email.

Some Truths About Lies: III

Detecting lies by someone intent on misrepresentation is an important skill for executives, managers, project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III of our little collection of lie detection techniques.

On Reporting Workplace Malpractice

Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here are some risks to ponder before reporting what you know.

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.

Red Flags: III

Early signs of troubles in collaborations include toxic conflict, elevated turnover, and anti-patterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics.

See also Ethics at Work and Ethics at Work for more related articles.

Forthcoming issues of Point Lookout

Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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