The tools and techniques promoted by popular management gurus are primarily designed for use in a functional environment. While these experts tout teamwork and participation, managers like you are running up against situations where these methods don’t work.

Instead, you find yourself trying to lead people who display what behavioral science calls “dysfunctional” behavior; characterized by unstable relationships, harmful habits, poor organization, lack of confidence, and the inability to make good choices. Quick to declare, “That’s not my job,” these folks do only what they have to do to get by.

Psychotherapists, family counselors, and social workers have all voiced concern about the negative changes in the social-behavioral patterns of families. Upwards of 90 percent of those receiving therapy spent their formative years in a dysfunctional situation.

Guess what? These individuals don’t leave their dysfunctions at home when they come to work. They share them—with your organization. Hampered by limited social skills and poor problem-solving abilities, they cannot function successfully in the workplace without help.

Quite simply, you can expect to find dysfunction in the workplace becoming increasingly more commonplace and more difficult to handle. This accounts for the rapid growth of employer-sponsored behavioral counseling and substance abuse programs. Meanwhile, the gap between functional and dysfunctional employees is widening. The rising pressure to “do more with less” will widen it even further in the coming years. Closing that gap is a manager’s responsibility.

Closing the gap

Mainstream management methods only bridge the gap between functional and dysfunctional employees. Bridging provides a temporary link—it doesn’t teach employees how to overcome dysfunction. In order to close the gap, you need to provide a safe environment where self-responsibility can be practiced. One way to do this is to establish a Discovery Circle where learning and understanding are promoted and judgment is suspended.   https://worxinc.com/discovery-circle/

Acceptance is a critical factor. Dysfunctional employees are more likely to acknowledge the views of others if they are not pressured to change as a condition of belonging. These guidelines will help create a mutually supportive atmosphere:

– Talk about one issue at a time.

– Share only what you know first hand.

– Ask for examples of how things might work better.

– Encourage silent members to provide input.

– Avoid side comments and conversations.

As you utilize the Discovery Circle, you’ll discover it greatly enhances the acceptance and implementation of joint decision-making, group problem solving, and collaborative conflict resolution between and among functional and dysfunctional coworkers.

The biggest payoff results when dysfunctional employees become self-directed problem-solvers who can think for themselves. Imagine how much time you’ll save once they stop running to you with every problem.