Workplace Dysfunctionality, we've all probably experienced it. Experts have written numerous books and magazine articles about the dysfunctional workplace, but what do they really know. Did they ever work in one for an extended period of time? Doesn't the Boss Look Great In His New Pink Dress? was not written by an expert. It was written by someone with years in the workforce you used their life experiences to learn how to cope and grow in the dysfunctional workplace.
To give you an idea what the book is about, here is a short excerpt on the Fundamentals of dysfunctionality.
FUNDAMENTAL ONE: One type of dysfunctionality may cause other types of dysfunctionality. For instance, a person who is occupationally dysfunctional could develop additional dysfunctionalities if they permit their jobs or dysfunctional situations to affect them. It also means that when one form of dysfunctionality is active and present a person or group is more vulnerable to other dysfunctionalities.
FUNDAMENTAL TWO: At times it is easier to be dysfunctional than it is to be functional. Workplace functionality demands communication, honesty, understanding and professional responsibility. Maintaining these characteristics can be hard work in even the best of environments. In addition, it can be difficult to understand and accept the limits of professional responsibility when a workplace is dysfunctional.
FUNDAMENTAL THREE: Dysfunctionality is contagious and chronic. When an individual is exposed to a dysfunctional environment for a prolonged period of time, it is inevitable that it is going to affect their attitudes and actions if they don't take precautions to protect themselves. Just as children are influenced by peer pressure, an individual in a dysfunctional workplace may find the actions, attitudes, demands and values of the workplace are influencing their emotions, feelings, expectations and choices. These influences could be insignificant at times and overpowering at others. When they are at their worse, they can be so powerful they cause a person to do things they would not ordinarily do in an attempt to please others and to conform to the expectations of the workplace. As a result of this need to please and conform, a person can become dysfunctional themselves. The type of dysfunctionality that results may not be exactly the same as the one that caused theirs, but it is as genuine and is something the individual must resolve if they are to regain and maintain their functionality.
FUNDAMENTAL FOUR: No person, group or workplace is functional all of the time. To be totally functional, every moment of every day, an individual or group would have to understand, accept and realistically act upon their wants and needs and have a full awareness of their true motives. No human or group has that capability, contrary to what they might believe. Complete functionality requires total and absolute perfection and such a state is an impossibility for each of us, no matter how great our determination.
FUNDAMENTAL FIVE: Poor communication, denial, immaturity, greed, self-centeredness and irresponsibility are some of the symptoms of dysfunctionality that can be mistaken for dysfunctionality. To maintain our focus, we must remember that dysfunctionality is a condition that results when needs are denied because human faults and personalities have been allowed or encouraged to control an individual, group, workplace or relationship. This is to say when we, or others, deny our basic needs in favor of our wants and desires or the wants and desires of others, dysfunctionality is likely to result. Poor communication means that our needs and concerns are not being communicated to others. Denial prevents us from accepting reality. Immaturity keeps us from making the right choice in regards to others or ourselves. Greed stops us from recognizing and satisfying the needs of others, even if we can do it with little or no effort. Selfishness causes us to perceive ourselves as being more important than others and as a result we devalue them as individuals. Our irresponsibility can justify our arrogance, dishonesty, and the distrust that deepens and perpetuates the dysfunctional situation.
FUNDAMENTAL SIX: In a workplace, a dysfunctional person or group will remain dysfunctional as long as those who benefit from the efforts of the person or the group continue to get their perceived needs and desires satisfied. Since dysfunctionality rarely results in complete and absolute failure, as long as the dysfunctional person gets their way, by whatever means they have available to them, they will remain effective, even if it is at the expense of functional people.
FUNDAMENTAL SEVEN: One person's dysfunctionality can be another's functionality. Because each of us has our own unique set of wants and needs, what we might think of as dysfunctionality by our standards may be functionality for another person or group. This means that which is considered functional and acceptable for the workplace or an individual can be dysfunctional and unacceptable for others.
FUNDAMENTAL EIGHT: Meaningful communication is difficult in a dysfunctional environment. The perpetuation of the dysfunctional situation requires "game playing," "people pleasing," and "head games." When these personality-controlling gimmicks are the basis of professional interaction honest and meaningful communication is almost impossible.
FUNDAMENTAL NINE: An individual or group may have multiple dysfunctionalities. This means there could be several different dysfunctionalities that are active at the same time. These dysfunctionalities may not be obvious to the parties involved. If they are, different people could be aware of different dysfunctionalities within the group or situation. This is why it is important to acknowledge there may be times when dysfunctionality is in the eye and mind of the viewer not in the reality of the situation.
FUNDAMENTAL TEN: Dysfunctionality is often associated with compulsive obsessive behavior. In a group environment, such a workplace, compulsive obsessive behavior requires the denial of the needs of some in the interest of satisfying the desires, or compulsions and obsessions, of others. When an individual or group is controlled by obsessive compulsive behavior, no matter how important it may seem to them, it has an effect upon their attitudes, actions and decision making process.
FUNDAMENTAL ELEVEN: In a dysfunctional situation it can be difficult to identify the real issues and situations. Dysfunctionality creates and fosters the conflicts, confusion and chaos that mask what is really going on and establishes a false sense of reality. As a result, rather than acknowledging and dealing with the issues, people are preoccupied satisfying egos.
FUNDAMENTAL TWELVE: Dysfunctional situations and environments create unrealistic expectations that are unlikely to be fulfilled for the functional members of the dysfunctional group. As a result of these expectations, functional parties are likely to experience anger, frustration, hostility or any of a multitude of negative feelings or emotions. Another result is some parties to the dysfunctional situation live in a dysfunctional haze, a state of mind where all things are possible but little or nothing gets accomplished.
FUNDAMENTAL THIRTEEN: In the dysfunctional environment appearances and ego satisfaction are more important than reality or individual or group needs. Dysfunctional situations are established and maintained on the belief that "If things look good, they must be good." In the dysfunctional environment, appearances are everything, so much so they are more important than genuine substance or purpose.
FUNDAMENTAL FOURTEEN: The dysfunctional person or organization is shortsighted and seeks instant or prompt gratification of their desires and whims. In their minds, their wants and perceived needs are more important than the needs of others, the common good, or the effects of their dysfunctionality upon others.
FUNDAMENTAL FIFTEEN: Distrust is common in the dysfunctional environment because of a lack of communication, the manipulative techniques used to get things accomplished, and a lack of honesty. People who have been manipulated, lied to, used or abused do not tend to trust.
FUNDAMENTAL SIXTEEN: The dysfunctional environment stresses negative rewards rather than positive reinforcement for functional people. Hence, a reward might be, "If you do this, then I won't do this," rather than the recognition and encouragement that was earned.
FUNDAMENTAL SEVENTEEN: The dysfunctional workplace uses criticism and cynicism as a way to control workers instead of encouraging professional development. Silence may also be used as an effective form of criticism. The doubts raised in the minds of the functional people by silence are used to manipulate them by making them feel insecure.
FUNDAMENTAL EIGHTEEN: The continuation of the dysfunctional environment requires that functional people react to situations in a predetermined or expected way, rather than having them interact or act upon situations. This is accomplished by making the functional people believe it isn't worth the effort or energy it would take by discouraging free and independent action and thought.
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