Published on Wednesday, Dec 05, 2007
People always have and always will align themselves into groups and the workplace is no exception. The management may have a clique of their own and so do the technical associates, clerical staff, customer service representatives and front-desk workers.
The groups may be within a department or between departments, be based on tenure and at times, include or even revolve around managers. Clans that are for the boss and against him are a case in point. Top workplace writer, Paula Gamonal notes in her acclaimed article, Tribal Warfare: Dealing with Cliques in the Workplace “I’ve even seen workplaces with cliques of smokers versus non-smokers, cliques of coffee-drinkers versus non-coffee drinkers, and Friends watchers (a popular TV show) versus non-Friends watchers!”
Everything is hunky-dory as long as these groups simply chat at their desks, take coffee breaks together, celebrate each other’s birthdays or even socialise after work. Though other people may feel a bit left out from the gossip, socialising or festivities, it is not detrimental to the organisational camaraderie and success.
But, what happens when the cliques turn rigid and get polarised from ‘others’. They will put their own interests over the job and company with petty behaviour like concealing information and refusing to help outsiders. Needless to say, the destructive effects directly tell on company morale, turnover, productivity and growth.
Yes, such unhealthy grouping is a harsh reality of the workplace. But this does not mean that the organisation cannot control the dysfunctional fallout at all. It will be a long battle, but concerted efforts to address the problem can contain the negative consequences to a great extent. Here’s how:
The groups may be within a department or between departments, be based on tenure and at times, include or even revolve around managers. Clans that are for the boss and against him are a case in point. Top workplace writer, Paula Gamonal notes in her acclaimed article, Tribal Warfare: Dealing with Cliques in the Workplace “I’ve even seen workplaces with cliques of smokers versus non-smokers, cliques of coffee-drinkers versus non-coffee drinkers, and Friends watchers (a popular TV show) versus non-Friends watchers!”
Everything is hunky-dory as long as these groups simply chat at their desks, take coffee breaks together, celebrate each other’s birthdays or even socialise after work. Though other people may feel a bit left out from the gossip, socialising or festivities, it is not detrimental to the organisational camaraderie and success.
But, what happens when the cliques turn rigid and get polarised from ‘others’. They will put their own interests over the job and company with petty behaviour like concealing information and refusing to help outsiders. Needless to say, the destructive effects directly tell on company morale, turnover, productivity and growth.
Yes, such unhealthy grouping is a harsh reality of the workplace. But this does not mean that the organisation cannot control the dysfunctional fallout at all. It will be a long battle, but concerted efforts to address the problem can contain the negative consequences to a great extent. Here’s how:
Figure out the problem
Managers should be on the lookout for signs of harmful clique behaviour like business decisions taking place without uniform input from everyone, complaints of groupism or partiality to a particular group, divisions in information sharing or even hurt feelings of ‘outsiders’. Instead of passively tolerating the undermining behaviour, they should quickly intervene with strategic conflict resolution. Else, the hostilities may rapidly escalate into irreparable dissension. Active measures like openly talking out the differences or seeking to incorporate benefits of warring groups go a long way in curtailing cliquey behaviour.
At times, it may even become necessary to analyse the nature of exclusiveness and address it directly. For instance, if a set of old hands try to isolate newer recruits and work to undercut their new ideas, efforts or processes, the clannishness may actually be a defensive reaction to what they perceive as a threat to their value and control. Therefore management should alleviate their probable anxiety over organisational change or restructuring, by constantly seeking their opinions and involving them in new events.
Managers should be on the lookout for signs of harmful clique behaviour like business decisions taking place without uniform input from everyone, complaints of groupism or partiality to a particular group, divisions in information sharing or even hurt feelings of ‘outsiders’. Instead of passively tolerating the undermining behaviour, they should quickly intervene with strategic conflict resolution. Else, the hostilities may rapidly escalate into irreparable dissension. Active measures like openly talking out the differences or seeking to incorporate benefits of warring groups go a long way in curtailing cliquey behaviour.
At times, it may even become necessary to analyse the nature of exclusiveness and address it directly. For instance, if a set of old hands try to isolate newer recruits and work to undercut their new ideas, efforts or processes, the clannishness may actually be a defensive reaction to what they perceive as a threat to their value and control. Therefore management should alleviate their probable anxiety over organisational change or restructuring, by constantly seeking their opinions and involving them in new events.
Finger of blame
The management is responsible for fostering a cooperative attitude among employees and for creating and maintaining diversity in the workplace. But, what if the supervisors themselves are unwittingly fostering competing cliques by ignoring conflicts or by showing preference for one group over another?
Therefore, managers should take extra care not to discriminate between groups and implement everything from rules, policies and disciplinary action to incentives and perks on an equitable footing. They should include everyone in on the act – be it seeking ideas, inputs or participation in meetings and events. Also, try and explain reasons for any differences, whenever possible.
The management is responsible for fostering a cooperative attitude among employees and for creating and maintaining diversity in the workplace. But, what if the supervisors themselves are unwittingly fostering competing cliques by ignoring conflicts or by showing preference for one group over another?
Therefore, managers should take extra care not to discriminate between groups and implement everything from rules, policies and disciplinary action to incentives and perks on an equitable footing. They should include everyone in on the act – be it seeking ideas, inputs or participation in meetings and events. Also, try and explain reasons for any differences, whenever possible.
Enforced ‘mixing’
While management cannot actually force employee groups to include others, they should give people of opposing factions a chance to interact with each other by assimilating them in project teams and other assignments. Advocate team playing by undertaking team-building activities that bring everyone together. Also, try to collaborate the efforts of various groups in problem-solving or other constructive discussions. Developing a common mission will inspire synergy and cooperation, thus focussing competitive energy into work challenges and achieving results rather than inter-group rivalry.
Also, create regular opportunities for all employees to socialise together as a large group.
For instance, forming a picnic committee, sports team or sponsoring a party will enable them to get to know each other in an open and informal environment.
While management cannot actually force employee groups to include others, they should give people of opposing factions a chance to interact with each other by assimilating them in project teams and other assignments. Advocate team playing by undertaking team-building activities that bring everyone together. Also, try to collaborate the efforts of various groups in problem-solving or other constructive discussions. Developing a common mission will inspire synergy and cooperation, thus focussing competitive energy into work challenges and achieving results rather than inter-group rivalry.
Also, create regular opportunities for all employees to socialise together as a large group.
For instance, forming a picnic committee, sports team or sponsoring a party will enable them to get to know each other in an open and informal environment.
Welcome on board
Cliquey divisions may subtly or blatantly ostracise new employees who end up feeling disenfranchised and alienated from the older ‘tribes’. Management should focus on helping new employees start out on the right foot with proper orientation or maybe a ‘work buddies’ programme wherein every new hire is paired with a long timer for welcoming, mentoring, or simply getting to know each other.
Also make integration an element of your performance review process. Then, raises, bonuses and promotions can be linked to how well all employees try to welcome, train and work with new hires. As management consultant, Arlyene Diamond says, “You have to model it, mandate it and reinforce it. It’s got to be top down. You will be less likely to lose good ideas and good people this way!”
Cliquey divisions may subtly or blatantly ostracise new employees who end up feeling disenfranchised and alienated from the older ‘tribes’. Management should focus on helping new employees start out on the right foot with proper orientation or maybe a ‘work buddies’ programme wherein every new hire is paired with a long timer for welcoming, mentoring, or simply getting to know each other.
Also make integration an element of your performance review process. Then, raises, bonuses and promotions can be linked to how well all employees try to welcome, train and work with new hires. As management consultant, Arlyene Diamond says, “You have to model it, mandate it and reinforce it. It’s got to be top down. You will be less likely to lose good ideas and good people this way!”
PAYAL CHANANIA
No comments:
Post a Comment