We can think of organizations as falling on
a continuum. One end is anchored by
organizations that function well. In the
middle we find the average organization that
is effective but could be better. Finally,
we have the toxic organization, an
organization that is largely ineffective,
but is also destructive to its employees and
leaders.
What Is A
Toxic Organization?
A toxic organization
shows two characteristics that distinguish
it from healthier workplaces. First, it has
a history of poor performance, and poor
decision-making. In extreme cases, that poor
performance will continue despite personnel
changes.
Second, the toxic
organization is characterized by very high
levels of dissatisfaction and stress that go
beyond normal workload issues. The stress
and dissatisfaction are a result of very
destructive human relations, equivalent to
what one finds in dysfunctional families. As
a result, toxic organizations can cause long
term damage to employees and managers. In
some cases this damage can last for years
after people leave the toxic organization.
What Does A
Toxic Organization Look Like?
Toxic organizations feel
and function differently than healthier
ones. On a gut level, employees and managers
may consistently feel that they are:
-
helpless in making
things better
-
not supported
emotionally or professionally
-
unable to identify
the causes of the discomfort and pain
-
unable to leave the
situation permanently and unable to
solve problems permanently
-
consistently under
attack
In terms of function and
results, toxic organizations also look
different. They may have some or all of the
following characteristics:
-
inability to achieve
operational goals and commitments
-
problem-solving
processes that are driven by fear and
rarely yield good decisions
-
poor internal
communication
-
huge amounts of waste
that result from poor
-
decisions, and lots
or rework
-
Interpersonal
relationships are driven by manipulative
and self-centered agendas.
In short, a toxic
organization creates a high degree of
distress, and eliminates any possibility
that the organization can accomplish much.
Conditions
for Toxicity
Toxic organizations
develop when certain conditions occur.
First, the toxic organization is most often
a relatively small work unit where there is
considerable face-to-face interaction amount
the work unit members. This is because it is
the inter- personal relationships that are
at the core of the sick organization. If
there is a low level of interaction, it is
unlikely that a toxic organization will
emerge.
In addition, the toxic
organization requires most of the following:
-
high interdependence
of members
-
high number of people
who have personal agendas that do not
coincide with the needs of the
organization
-
poor communication
-
high identification
with the organization as a source of
identity
-
high degree of
external pressure that threatens the
jobs of members (*not always present)
Finally, the most
important contributor to the toxic
organization is the manager or director of
the organization. Toxic organizations cannot
develop when there is a strong, mentally
healthy leader.
The "Toxic
Leader"
For every toxic
organization, there is a toxic leader, a
leader who, by virtue of his or her own
problems, creates an environment that drives
people crazy. Toxic leaders are much like
poor parents, in that they exhibit certain
behavior patterns that confuse and paralyze
others who depend on them.
Emotionally, toxic
managers tend to be very cold and distant,
or overly reactive and emotional. In both
cases they behave this way because they lack
the emotional maturity to deal with others
in a constructive, supportive way. Often you
will find that a toxic manager may swing
from one emotional extreme to another, in
unpredictable ways.
The toxic manager is also
inconsistent. He or she says one thing and
behaves differently. Behavior and words
don't match. Decisions and direction can
change suddenly and without apparent
rationale. At the core of the toxic manager
is the sending of mixed messages so that
employees never know what is expected, or
what will be punished.
The toxic manager is,
usually an avoider. He or she avoids
situations that may be emotionally charged,
such as conflict, or discipline, and reacts
poorly to being challenged. Or, the toxic
manager avoids decision making until crises
develop.
In short, the toxic
manager confuses subordinates, uses very
subtle ways of punishment for real or
imagined transgressions, creates a high
degree of dependence, and is internally
conflicted.
The
Underlying Problem
Having made some comments
about the role of the leader in a toxic
organization, we also need to understand
that the leader is also helpless. Captive to
his or her own emotional problems, there is
an inability to recognize the problem, or in
fact, to understand what is happening. Most
often, the toxic manager does not realize
how bad things are, and is also confused and
extremely distressed. In a sense the toxic
manager is also a victim.
This unawareness is the
major block towards turning a toxic
organization around. In fact, a toxic leader
may read this article and see no relevance
to his or her situation. Because of this, in
extreme situations, there is no hope of
turning a toxic organization around while
the toxic leader remains. However, it is
still possible, in less extreme cases, for
toxic leaders to break the toxic cycle
provided they are willing to look at their
own health and behavior very carefully.
Conclusion
We have discussed the
toxic organization, and the role of the
toxic leader. If you are a manager we
suggest that if you find that there are some
indications that your organization may be
becoming toxic, we urge you to look at
yourself in an honest way. Remember that
toxic organizations destroy people and that
if you are developing a tendency towards
toxic leadership, that you will pay a huge
price in terms of personal health, and your
career.
Post your comments at
amin@aiminlines.co.th
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