The purpose an organization is to create a place for individuals to achieve collectively what they cannot do alone. If that purpose is rejected by those who prefer to cooperate only with those who hold the same beliefs, speak the same language, and have the same skin color then dysfunction is bound to gain traction.

Keep this guiding principle in mind as you work toward functionality in your sphere of influence: dysfunctional coworkers are not bad people and are most likely unaware thattheir behavior is impeding their performance.

Overcoming dysfunction and restoring functionality is not all doom and gloom. Yes, there will be some rough times as people struggle with rejection, but you’ll enjoy seeing others recognize their own dysfunctions and openly acknowledge the need to change their behaviors.

Common Conditions Contributing to Dysfunction

Unstable Relationships: Relationships are based on how well people get along rather than on the unique skills and experiences each person brings to the task. There is no appreciation for the need to create common goals that pull people together.

Dispirited Workers:It is considered unacceptable to challenge co-workers, even when it is obvious that they are acting inappropriately, could do the job better, might use fewer resources, or could avoid mistakes if made aware of their shortcomings.

Information Hoarding: Fearful of bringing up potentially troublesome issues in front of their leaders, followers gather privately to complain about their jobs and poke fun at those witless wonders who run the place.

Minimal Expectations: Problems that could easily be fixed when they occur are left to float to the top or sink to the bottom. No one seems to care if the job gets done right or if the customers are satisfied.

Unresponsive Cliques: Leaders have unrealistic expectations of what it takes to form people into teams and soon discover that the workforce rejects teamwork, preferring instead to join cliques or work independently.

Unreliable Communications: Mistakes and misunderstandings, caused by a general inability to figure out what information is missing and how to transmit bad news to the higher-ups, is a major source of distrust.

Change Resistance: People fear change — they really are afraid of the potential for rejection — not because they don’t agree with it or see the need for it, but because they’re usually left in the dark until the change is made.

Management Mistrust: Instead of providing inspirational, future-focused leadership, managers make self-serving, short-term decisions and order quick fixes that only confuse, frustrate, and discourage their followers.