According to a study by the German Association for Supervision (Psycho-social costs of turbulent changes. Work and life in organizations 2008), motivation among employees has reached an all-time low. As a result of rationalization and the increased workload, colleagueship and solidarity are suffering. Young employees are not properly inducted by the older staff, especially because they are afraid of losing their own status. The young employees take "revenge": they attempt to make a name for themselves by running down the traditional values. Trust develops into mistrust and employee performance declines. Teams split up into many lone wolves. In a collapsing team they have three ways of responding:

1. Escape: employees escape into their own world, they avoid disputes with bosses and co-workers and inconspicuously "work to rule". Retiring into their own shell shows traits of capitulation.
2. Rigidity: employees feel overtaxed, because the change overloads them. They become rigid with anxiety. They can no longer approach others, anxiety paralyzes their performance. The paralysis can develop into despair.
3. Attack: employees take the collapse of the groups and the increased demands on performance personally. They feel cheated and react with aggression towards their co-workers. If they have no effect, these initially open attacks can turn into workplace bullying.
   

The three types differ in terms of their reaction, but they have one thing in common: they expect more "support" from the responsible managers. For managers it is worthwhile to specifically act out the team idea: "How do I behave? How are the others behaving?" For example, managers cannot expect good cooperation in the team if they are not a good role model. It is helpful to ask yourself often, "Am I a team player or a lone wolf? What's better in the long term?"

Author
Theo Bergauer
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