A toxic workplace is often challenging to define. However, recent research from MIT Sloan business school suggests that it may involve behaviors such as disrespect, discrimination, unethical practices, ruthlessness, and abuse. These behaviors have the potential to cause employees severe mental distress. Experts in health and organizational development warn that toxic workplaces can have multiple victims and negatively impact both employees’ personal lives and the organization as a whole. The consequences include both mental and physical health issues, such as stress, burnout, and a higher risk of serious illnesses like coronary disease or arthritis. Toxic workplaces can also lead to increased employee turnover, higher healthcare costs, disengaged and less productive staff, and even reputational damage or legal liability. Unfortunately, workplace interventions are often ineffective or counterproductive, even if the toxic individual is removed. Changing organizational culture takes time and effort, as noted by Steve Hearsum, an organization development consultant based in the UK. Based on his experience, even after a bullying manager was removed at a dysfunctional team in the UK health service, some team members still felt unsafe more than a year later. The way anxiety and depression arise in individuals is often misunderstood. According to Jonny Ward, a watch manager for the Manchester fire brigade and a psychotherapist, people mistakenly believe that depression and anxiety happen suddenly. However, our bodies respond to external environments, and if someone works in an unsupportive or hostile environment, they will experience anxiety and struggle to focus on their tasks. This is because the body’s natural response is self-protection, not completing spreadsheets. Ward has found that similar problems exist across organizations, including banks, law firms, and hospitals, and without a change in approach, anxiety can worsen and spread throughout a team or organization. Peter, a senior manager for an insurance company, experienced difficulties after a new line manager accused him of running unacceptable risks, leading to confrontations in front of the staff. This created an imploding feeling and made Peter believe that he was a failure. Fortunately, the company’s head of human resources brought in a conflict expert who was also a psychotherapist to assist Peter in changing his reaction to the situation. Eventually, the toxic boss left the organization. Simon Cavicchia, a psychotherapist, coach, and consultant, points out that anxiety about performance often outweighs any attempts at prioritizing well-being. Managers are concerned about productivity, even if the company claims to support measures like longer lunch breaks or flexible working. When dealing with dysfunctional teams, Cavicchia focuses on understanding the emotions and behaviors and identifying their root causes within the organization’s context. Traditional interventions like leadership programs are not effective in addressing systemic causes of anxiety and toxic behavior. Instead, Cavicchia and Hearsum stress the importance of involving the entire team in discussions about problems and desired changes. By seeking commitment from all team members to bring about change, real transformation can occur. Follow-up is crucial, and both experts criticize outdated leadership models that rely on a patriarchal, lonely-hero archetype. They suggest that organizations need to shift away from authoritarian leadership and embrace more collaborative approaches. Ultimately, to truly change a toxic culture, companies must provide support and protection to those spearheading the change. Without sufficient permission and support, efforts to create a healthier workplace may be in vain.
Denial of responsibility! VigourTimes is an automatic aggregator of Global media. In each content, the hyperlink to the primary source is specified. All trademarks belong to their rightful owners, and all materials to their authors. For any complaint, please reach us at – [email protected]. We will take necessary action within 24 hours.
