A recent article in our local newspaper (Louisville Courier Journal) reported some disturbing results from recent workplace research studies.  First, two-thirds of American workers polled indicated that they suffer from work-related stress resulting in fatigue, headaches, and/or neck and back strain.  The same article reported that a study published by HR magazine indicated that leaders consistently greatly overestimate the high morale in their organizations.  These findings paint an unfriendly picture of the workplace.  

As a psychologist and consultant who has worked with many companies over my 27 years of consulting, I can say that I have never seen worker stress and discontent as high as it is now.  Why?  What is it that makes the workplace so stressful?  I believe that our organizations are suffering from an epidemic of dysfunction.  The problems are many and varied. 

Some organizations are passive-aggressive.  People are very polite to the detriment of honest communication.   Indirect messages characterize these work cultures.  People will not express their opinions and concerns in public but will use the grapevine to undermine those people and policies that they don’t like.  People almost never tell their bosses how they really feel in these organizations because the norm is to be agreeable.  Frequently those who do express their opinions openly are viewed as poor team players. You can read more about this issue in the article Passive Aggressive Workplaces:  Bad for Business.  

On the other end of the continuum are cultures characterized by rude, sometimes hostile behavior.  In these organizations civility is in short supply.  Meetings are chaotic with people interrupting, and talking (sometimes shouting) over each other.  Even people in leadership positions send inflammatory emails and exhibit disrespectful behavior to their peers and to those who report to them. This behavior ripples throughout the organization and becomes normative.  However, even in these organizations, people are reluctant to communicate directly with their bosses.  Perhaps they are afraid that the boss will shoot the messenger. 

Both organizational cultures are dysfunctional.  Both are characterized by lack of open, direct, constructive communication.    Anything that deters people from discussing and debating openly will hinder creativity and sound decision-making.  Fortunately, the ‘fixes’ for these dysfunctional cultures aren’t complicated.  Leaders hold the key.  They can establish cultures that are open to clear, direct communications.  They can encourage people to explore differences and engage in healthy debate.  Their own behavior will set the stage for the culture change.  Sadly, few make these easy fixes. 

Over the next few weeks, I will describe some case studies through my blogs and on our website of leaders who have turned around dysfunctional cultures.  Please join the discussion.   To get started, read the case study that we wrote on one of our clients, the Ypsilanti Community Utilities Authority.