If you’re a senior executive or manager and want to make sure that your workers don’t get too uppity, you might achieve your goal by being a tyrant and by encouraging your lieutenants to be the same way. Surely management-by-intimidation works, right?
Well, maybe, for a short while. At the same time, it surely will give rise to claims that you’re a jerk and maybe even a bully. And given a chance, your employees will leave for (hopefully) greener pastures.
A “better” approach
Fortunately, there’s another, more effective way to clamp down on worker dissent and possibly not have to answer for it. The trick is to do it with a smile, albeit an insincere one, and then take some action steps such as these:
- Create a workplace culture that values superficial politeness over honest work relationships. Make sure that superficial atmosphere — what psychologists Linda Hartling and Elizabeth Sparks call a “pseudo-relational” organizational culture — sweeps employee concerns or differences of opinion under the rug.
- Insert a civility rule into your employee handbook that ensures, say, when a young staff assistant complains angrily about management inaction on her sexual harassment allegation, you can nail her for acting inappropriately, “in violation of our employee policies.” By turning targets of mistreatment into transgressors, you can get rid of pesky complainers.
- Keep using the word “transparency” over and again, even as you become less transparent.
- Favor and reward a group of loyalists who will act as surrogate defenders to slap down any criticism on your behalf.
- Bully and expel a dissenter or two to send a message to everyone else that they’d better not question the organizational line.
But hold on! At some point, this approach doesn’t work either. Once your employees figure out the passive-aggressive culture of your workplace, they’ll take a hike when other options open up.
Instead, try this…
Of course, the best way to reduce worker dissent is to keep an open door and an open mind to employee concerns. An energetically healthy workplace is not necessarily free of disagreement or conflict, but rather one that handles such matters honestly, transparently, and respectfully, whenever possible.
By creating an organizational culture of genuine openness, mutual accountability, fair expectations, dignified treatment, and maybe even some kindness and humor to go with it, you’ll reap the benefits and feel good about what you’re doing.
If more employers understood these basic “soft skills” of good management, then (1) our workplaces would be more productive; (2) workers at every level would be happier and healthier; and (3) the number of work-related grievances and lawsuits would shrink markedly.
It seems so easy, right?
As long-time readers may recognize, I’ve been using this blog as sort of a work-in-progress to sift through, relate, mix, and match assorted information, research, and insights. I’ve drawn upon a good dozen or so previous posts to crystallize ideas for this one. Thank you for your continued readership!
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