Creating Toxic Conflict: I

Working for a bad manager is frustrating, but working for a truly bad manager drives you absolutely insane. Almost daily, truly bad managers shock their subordinates with unexpectedly breathtaking examples of incompetence, stupidity, and malice. Being a truly bad manager requires energy, devotion, and limitless creativity. Managers aspiring to be truly bad need a comprehensive resource of tools and techniques for driving subordinates insane.

This short essay can't possibly be a comprehensive resource, but it does outline methods for achieving one of the truly bad manager's strategic objectives: creating toxic conflict. Here is Part I of a catalog of techniques for setting subordinates against one another, written as advice for the truly bad manager.

Have overlapping or ambiguous job descriptions

Ensure that the job descriptions of subordinates are written explicitly enough or ambiguously enough that several of them can be read so as to cover some of the same responsibilities. For extra zing, overlap those responsibilities that are most valued, and most likely to be regarded as bases for self-esteem or career advancement.

Set ambiguous, immeasurable performance objectives

To motivate your subordinates to do whatever they can to destroy each other, you want them to be anxious about their own performance. In performance reviews, set objectives that are unclear, ambiguous, and immeasurable. If they also aren't achievable, so much the better.

Play favorites

Show favoritism in making assignments, allocating resources, and distributing credit and praise. Be consistent about confiding in some people, and not others. If you have a small circle of favorites, those outside it will quickly learn to resent those inside it.

Communicate ineffectively

Whenever you communicate anything important, do it ineffectively, and hurriedly depart for an important meeting, off-site, or vacation. Leave them wondering what you really meant. Let them argue it out amongst themselves.

Use harassment, blaming, and scapegoating…judiciously

Repeatedly harassing, blaming, and scapegoating a few specific individuals provides a means of shifting responsibility for failures from yourself or from your favorites onto a few people. Their careers are already in ruins, so it does them no real harm. But it does provide a pattern for other subordinates to use when they need to evade responsibility.

Deny having made previous commitments

When someone Being a truly bad manager
requires energy, devotion,
and limitless creativityclaims that you agreed to do or not do something, and you later didn't do or did do it, deny having agreed to do or not do it. Claim confidently that you thought you were just discussing doing or not doing it. And make sure one of your favorites backs you up.

Overload some people and underload others

Distribute work unevenly. Make sure some people have to work, well, not 24/7, but maybe 19/6 or something like that, while others can just kick back. Keep stress levels at maximum.

We'll continue next time with many more ideas for creating toxic conflict.   Next issue in this series   Top    Next Issue

Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

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When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although those who prevail might be ready to "move on," others might feel so alienated that they experience even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine its success.

Handling Heat: II

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Toxic Conflict at Work

Preventing toxic conflict is a whole lot better than trying to untangle it once it starts. But to prevent toxic conflict, we must understand some basics of conflict, and why untangling toxic conflict can be so difficult.

Unresponsive Suppliers: II

When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers?

Covert Verbal Abuse at Work

Verbal abuse at work uses written or spoken language to disparage, disadvantage, or harm others. Perpetrators favor tactics they can subsequently deny having used. Even more favored are abusive tactics that are so subtle that others don't notice them.

See also Conflict Management and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

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Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.

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Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.

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