Sneaking is one of the most corrosive behaviors in the workplace.
It’s probably a step or two below the big ones of sexual assault, bullying, harassment, and fraud. Nevertheless, it can also cause immense damage to an organization by destroying trust, alienating staff and leading to disengagement.
Trust has historically not always been something people would expect to find at work. Managers in hierarchical organizations (almost all organizations) can use the power of their position to advance their agenda.
With the advent of the personnel movement and the fashionable adoption of the “team” as an organizational unit, and today, God help us.
It was believed that in order for a team to be successful, it was necessary to build trust in team members. It was declared that trust could be created by sharing information openly. Information is power, and not sharing it inevitably creates a power imbalance.
Many great sayings and expensive training courses continue to be devoted to team bonding. Christmas at the Office Since his partying has waned and his blue-nosed attitude toward alcohol overdose has taken hold, he’s less likely to stumble backwards and fewer opportunities for his co-workers to practice catching.
The problem with trust building is that it can cover mean people well. Building expectations of open and uniform communication can create a room full of naive suckers ripe for manipulation by mean people.
Sneaking becomes sneaking, or sneaking is maintained by pragmatism. If they are caught, they justify their actions with needs and must arguments. Of course, this argument is never put to the test before an act of meanness, knowing full well that my colleagues will never stand by it. There are enablers or patrons who avoid becoming
Most of us don’t go to work to play political games, so meanness prevails. Ironically, given the recent news from Canberra, even multiple experienced senior politicians could be spooked by covert deeds.
Why Team Building Helps Sneak At Work
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