Toxic Workplaces

Ask any employees or manager on their way to work if, given their choice, they would choose a toxic, nasty working environment over an enjoyable, supportive one and the response will be overwhelmingly ‘NO’. Yet according to statistics quoted by Dr. Steven Stein at the “Staying on Top of Your Game™” session put on by The Psychology Foundation of Canada in Ottawa this morning, more than 20% of people surveyed in 2009 indicated that they work in a ‘Negative work climate’, that ‘Work overload’ is a problem for 27% of people and 22% feel there is a ‘Lack of recognition’ in their workplace. He also shared that 41% of working Canadians indicated that they experience significant stress at work and 50% of people indicated they are less productive as a result of that stress.

Even without a rigorous statistical analysis framework, these numbers are attention grabbing and bear closer examination as they speak to the impact stress, negative working environments and overload can have on a society. If 1 in 5 employees works in a negative or toxic work environment and fully 4/10 people are under enough stress to affect their productivity at work – what is the $$ cost of this to the Canadian economy?

Toxic working environments are not fun – and they are not productive either. While some employees may be less personally affected, the impact is still there. A mindset that recognizes – ‘if it can happen to them, it could happen to me’ will be resonating in the background. For those who are directly impacted the stress can show up as headaches, ulcers, depression, irritability, inability to concentrate, burnout… the list goes on and on.

When people are caught up in the negativity created by conflict, bullying, intimidation and nastiness, the reaction is not to focus more effectively on the work that needs to be done; it is to focus on personal safety and survival on both a personal and professional level as the risk / benefit analysis we conduct continually leads us into self-protection. As human beings we have choices about how we react.

Some fight back in an attempt to draw a line in the sand and stop the abuse. Others try to become invisible – slipping in and out as unobtrusively as possible to avoid triggering an attack. Or people may withdraw into themselves and spend vast quantities of time mulling over the situation and trying to figure out “Why ME?” Alternatively people may quietly dust off their c.v. and exercise their right to vote with their feet and move on to another job where, hopefully, things will be better. Collectively though these reactions all spell one major problem – the focus is NOT on getting the work done and the impact on the bottom line of any organization will suffer. Productivity drops, social interactions diminish and input and creativity are stifled as risk management takes over.

Ultimately, toxicity costs $$ in terms of both the financial picture and the human toll it takes.

What can you do if you are caught up in this vicious cycle of toxicity? If you are an employee, the following suggestions may help:
1.    The first thing to do is recognize what is happening and the impact it is having on you and your family.
2.    Put some ‘self-care’ strategies into place to help manage the stress – spend time doing things you enjoy away from work (sports, exercise, friends, hobbies, entertainment). Please note – neither booze nor drugs show up on that list!
3.    Document the specific situations that have happened as accurately and objectively as you can – a brief explanation of dates, times, locations, who was present, what was said… keep it short and keep it accurate!
4.    Get some help and support -Have a confidential conversation with someone you trust who is familiar with your workplace (Ombuds office, union, your manager or another manager, HR, Labour Relations, mediator, informal conflict management program coordinator, counselor or psychologist, Employee Assistance Program, colleague, security etc.) about your concerns. Ask them for some objective feedback and suggestions in terms of what you can do. Is there any chance that you are over-reacting? Are there any other factors that may be contributing to the situation? Are others having the same experience? What has been done to try to change this in the past? How are others being affected? (Note: This is not an effort to minimize what you are experiencing, just a check to be sure your seeing the picture as clearly as possible).
5.    Find the ‘people of influence’ (the go-to people who have credibility with the group preferably at all levels) in your organization and start working with them to constructively engage them in helping to create the change that is needed.
6.    Become a leader in terms of modeling the type of behaviour you would like to see in your organization. Recognize and be accountable for anything you have done that has contributed to the situation.
7.    Look for ways to constructively make your concerns known either to the individuals who are catalysts for the problems or the group if it is a group issue. You may need outside help to do this effectively.
8.    Name it for what it is. But recognize that others may not be able or ready to acknowledge your concerns.
9.    Find ways to help others succeed – how can creating the kind of workplace you (and others) want help those who are not on board yet, achieve their goals? Make a business case to them for change because as long as what they are doing is being rewarded, why would they change? And as human beings, we can only change ourselves so why would they try to change if they don’t see a good reason to do it? This is the WIIFM principle (What’s in it for me?) at work.
10.    Keep smiling – Nobody can ruin your day without your permission. Rome wasn’t built in a day but it wasn’t built by doing nothing either!

If you are the manager or employer in a situation where there is toxicity, then in addition to the suggestions above, you could:
11.    Call a staff meeting and engage people in discussing what type of workplace they want. (we can give you some simple but effective tools to facilitate that conversation - give us a call).
12.    Model the type of behaviour you want to see. If you aren’t sure how to do it, take a course, get a mentor, ask for support… but recognize that you are the DJ of the dance in your team.
13.    Consult with HR on how to counsel those whose behaviour does not meet your standards on their choices and support them to make changes by holding them accountable and if necessary imposing reasonable consequences.
14.    Find ways of framing what you want to see happen in terms of helping them be more successful – if they are engaged in seeing the change as beneficial to them, it is more likely to happen (and to stick!).
15.    Recognize those who are constructive contributors to a healthy workplace and stop rewarding in any way, the toxic behaviour.
16.    Measure and monitor the change and when you have reached your goals – celebrate!

Ruth Sirman is a veteran in the world of workplace mediation specializing in assisting groups to find practical and workable solutions to seemingly intractable conflicts. Her professional practice takes her across North America working with federal, provincial and territorial governments, corporations, NGO’s, churches, communities and the courts. She designed and teaches the acclaimed Power to Resolve Program including modules on Discovering Your Resolution Quotient, I’m OK – It’s Everyone Else Who Needs Help!!, Mastering Difficult Situations and People You Find Challenging, From Discord to Dialogue, Organziational Conflict 911. Her website is www.canmediate.com.

Is it Bullying? Is it Harassment? Or Is It Effective Management Designed To Get A Difficult Job Done?

Typically the response to these questions will be totally dependent on who you ask, their perspective and personal experience of the situation. Certainly in the situation that is currently on the CBC news about the RCMP leadership conflicts there are very different stories circulating about what is going on and who’s responsible for creating the problem(s).

So has Mr. Elliott created or contributed to a negative and toxic atmosphere in the RCMP?
That is not a simple question that can be answered Yes or No – there are too many other factors that come into play that must not be ignored if the objective is to create sustainable and long-term improvements in how the organization functions.

Or is he getting the job he was hired to do done?
- And in the process rattling a few chains by stirring up hornets nest in the Old Boy’s Club that is the establishment status quo? Again, not a question with a simple answer. Jumping to either conclusion too quickly and without serious research and analysis to determine objectively what is happening risks reaching erroneous conclusions based on assumptions and not facts. The potential to escalate the situation and make it even worse than it is now cannot be overstated.

As mediators who specialize in conducting Workplace Assessments and group interventions in large complex conflicts in dysfunctional situations, we recognize the challenges in trying to sort out what is rhetoric, what is rumour and what is the actual reality of what happens on a day to day operational basis.

Any credible and effective Workplace Assessment and Renewal Process needs to explore the infrastructure of the organization (policies, procedures, decision making structures and accountability, design and structure etc), its organizational culture and the individual and group dynamics that characterize the day to day operational reality. The patterns that show up are good indicators of areas that need further analysis and research. In other words – see a pattern? Dig there…

While the patterns related to the infrastructure of the organization are important, an even greater emphasis needs to be places on the human patterns that exist. How do people get along? What types of interactions does the organization reward? What is the leadership style? How do people describe the situation and their role in it? Are they able to see their role in the situation or do they see themselves as the misused and abused victim? Are there personal or hidden agendas that are influencing what people are saying or doing – and that may not be readily obvious?

Part of the challenge is that each of us has a vision of ourselves and who we are. We may see ourselves as competent, intelligent, honest, a capable communicator, someone who gets tough jobs done, a person with integrity or whatever our vision of ourselves may be. The problem is that others don’t necessarily share the same view. Others may see us in a very different light. For example:
- I see myself as helpful and supportive. You see me as pushy and in your face.
- I see myself as quiet and reserved. You see me as cold and withdrawn.
- I see myself as efficient and effective. You see me as uncaring and abusive.
- I see myself as friendly and outgoing. You see me as rude and obnoxious.

If I go through life believing that the rest of the world shares my vision of myself there will likely be problems. And as I make choices about how to deal with situations, I need to be aware of the how those choices may be seen by others.

Typically leaders are ‘take charge’ people. That’s how they end up in leadership positions. They tend to be dominant personalities who are solution focused and in many cases seem almost ‘driven’ to get the job done. In challenging situations, crises or tight time lines the situation is often intensified by the pressure to achieve despite the odds and so our leader will stride in, take control and in many cases bulldoze right over those around them.

When the need to get the job done predominates and takes over, the value in engaging others, building relationships or creating a team environment can get totally lost. Essentially it drops off the radar screen altogether as it is often perceived to be a waste of time and energy when there are more important things to get done – namely fixing the problem.

When asked, those in leadership positions will justify the choices they have made by the end results they were trying to achieve – ‘the end justifies the means’ rationale. And they are often totally oblivious to the collateral damage left in their wake. It is typically a case of ‘the axe forgets and the log remembers”.

This can create huge credibility issues for a leader as people disengage, withdraw their support and transfer their loyalty and allegiance to others they believe to be better suited to a leadership role. Or they may go into protective mode where the primary focus is self-protection, risk avoidance and trying to stay out of the line of fire.

In organizations when these dynamics are at play, the wariness, fear of repercussions, disillusionment and sense of needing to protect oneself can create a culture of passive-aggression leading to covert sabotage and resistance or when it hits the pain point where the situation is no longer tolerable, it may lead to mutiny.

How can anything positive come from a nasty situation such as this?

It is actually easier to deal with things at this level than when people are apathetic and indifferent. When the pain point is reached there is a great deal of motivation to deal with the situation and that motivation can be leveraged to create the necessary changes to improve the situation. Mutiny gets attention at all levels and that attention at the level of senior management or employers generally results in a decision that action is needed to address the situation. Resources are allocated, people are motivated to do something and providing a constructive and credible process for change is offered, the potential for a positive outcome is good.

Ruth Sirman is a veteran in the world of workplace mediation specializing in assisting groups to find practical and workable solutions to seemingly intractable conflicts. Her professional practice takes her across North America working with federal, provincial and territorial governments, corporations, NGO’s, churches, communities and the courts. She designed and teaches the acclaimed Power to Resolve Program including modules on Discovering Your Resolution Quotient, I’m OK – It’s Everyone Else Who Needs Help!!, Mastering Difficult Situations and People You Find Challenging, From Discord to Dialogue, Organizational Conflict 911. Her website is www.canmediate.com.