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:
- 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.
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.
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.
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
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