The information below explains some of the actions that when identified, should be avoided in an organisation. They will inevitably occur on occasions as we live in an imperfect world and we are human. However, being aware of this behavior can provide the confidence to remedy and reduce its promotion inside the organisation.
During times of stress, it’s easy for individuals ego to surface, although the hindering behaviour listed is primarily the effect from an outside stimulus. This means when identifying these behaviours, the cause is not a malicious intent by individuals going to work, for the sole purpose of causing disruption, more importantly, identify the root cause creating these reactions in people.
Performance hindering behaviour and ineffective actions go hand in hand and is always a result of some circumstance outside of ourselves. The reason being when we feel we have little control, we become anxious, uncertain and this can manifest itself in Hindering behavior. Listed are typical types of hindering behaviour seen in the workplace these are-
Heavily triggered by a threat to an individual’s ego, defensive behavior can manifest in many forms and is one of the most emotionally stressful to others when experienced in leaders. This behavior, is found in individuals who take personal responsibility and control. They act in a way utilising their higher status/responsibility being very defensive to questions and statements when challenged. It commonly occurs when requests, instructions have been hastily given with poor understanding-it’s a communication problem.
Fear being one of the most destructive emotions for non-life threatening situations, can manifest in several ways among an organisation’s employees including conflict avoidance. Often situations are seen as Win – Lose with the view of ending up the loser. Individuals avoid controversy, risk, challenging others opinions, avoid giving negative feedback, avoid giving constructive criticism. People don’t know where they stand, becoming apprehensive, disheartened, angry with huge amounts of frustration and uncertainty. This can be attributed to a highly bureaucratic culture, no reward for success, draconian penalties for failure.
This behaviour is a fear of what others will think to say or do when one fails that is at the heart of this behaviour. In many organisation’s it is the result of responsibility overload, an unwillingness to set clear priorities and stick to them. Poor Management overly controlling, success is overlooked, the initiative is punished with a focus on systems and procedures as opposed to people, process and purpose.
The above and previous post are among the fundamentals for gaining and understanding the behaviour of employees to maximise performance. Recognising the triggers in the most important asset people, providing greater support and encouragement will produce exceptional, people and results. For a free consultation call Tony Farugia of Headspace Behavioural Science on 0458 888 756 or email: firstname.lastname@example.org.