In my first blog of the year I shared how we can prioritise
our workload to be more productive. I continue that theme this month, but with
a focus on who we should work with (and who we should avoid) in order to
deliver our work objectives.
As a scientist (yes psychology is a science albeit a
“social” one) I love it when other disciplines can shed light and offer
alternative points of view on my own field of expertise. Cross-discipline input is not
blinkered by groupthink and occasionally it offers a paradigm shift in how to comprehend
and resolve a problem. In the past I have referred to the Workplace Zoo,
recognising we are different “animals” with different needs. If we continue the
analogy of the workplace as a living system, after-all biomimicry is on-trend, and
if we focus on our relationships and interactions then logically we should also
consider the relevance of symbiosis.
Since 1989, microbiologists have defined symbiosis as "the
living together of unlike organisms" (usually of different species) but,
interestingly, prior to then it referred to people living together in a community
(at least according to Wikipedia!). We often think of symbiosis as a prolonged
relationship where both organisms survive together for mutual benefit.
Symbiosis is actually the catchall phrase and mutualism is technically what
most of us think of as a symbiotic relationship. Common examples of mutual
symbiosis are 1. the clown fish and sea anemone – the territorial little fish
protects the anemone from being eaten and in return the stinging tentacles protect
the clownfish from its predators and 2. the Egyptian Plover bird and Nile crocodile
– the little bird picks out the tiny bits of food stuck in the crocodile’s teeth, thus keeping its mouth fresh in return for a tasty meal (see image above).
We all know that a parasitic relationship is one in which
one organism benefits while the other is harmed. But there is a third type of
symbiosis – commensalism describes a relationship where one organism benefits
whereas the other doesn’t but is nevertheless not significantly harmed.
Commensal is derived from the Latin for "sharing a table” and means human
social interaction.
If, in the above definitions, we replace “organism” with
“colleague” then at work there are clearly mutual and commensal symbiotic relationships
(and interactions). If we consider harm to include psychological wellbeing, stress
or damage to career progression etc. then parasitic relationships also exist in the workplace. This
range of symbiotic relationships exist between colleagues, between managers and
their staff, and between organisations. For the sake of our wellbeing and performance
(i.e. not wasting time or effort) we need to foster relationships of mutual
benefit, evade “harm” by avoiding (or dealing with) the workplace parasites and
also minimise commensal relationships which offer no long-term benefit.
The easiest way to avoid workplace parasites is to spot
their behaviour and personality traits. The common behaviours of workplace
parasites are that they:
- don’t praise your ideas but will repeat them later without referring to the source
- focus on activities that make them look good, and take credit for joint effort
- don’t respond to your queries/concerns with a phone call, so there is no documented evidence or an email trail (unless to their advantage)
- set unrealistic deadlines, not agreed in advance with you
- load you up with work at end of day i.e. at their convenience
- turn up late to meetings and appointments
- put their career advancement above and beyond that of their colleagues or staff
- seeks a contractor’s advice and ideas but then passes them on to a lower bidder
In terms of personality, on the Big Five (OCEAN) Inventory
they are likely to be less Agreeable, i.e. have little empathy for colleagues.
They will also score low on Conscientiousness, as they are less diligent about
timescales, lack integrity and are less trustworthy etc. They are also likely
to be less Neurotic (nervous, anxious) than their colleagues. Regarding Locus of Control, workplace parasites tend to Externalise rather than Internalise. In
extreme cases they will display sociopathic behaviours and psychopathic
personality traits (not uncommon in CEOs of large unscrupulous corporates).
In contrast, to improve wellbeing and performance look out
for managers and colleagues who are team-players with a genuine interest in how
all might benefit from the team’s successes. Mutualism involves reciprocation
and reward/praise for input. My experienced trainer colleague, Iain Smith,
introduced me to the Situational Leadership Model (see image to right). Managers who
support, mentor and coach are likely to offer a more mutually beneficial
relationship than those who only direct or delegate.
I appreciate that we can’t simply avoid workplace parasites
but by recognising them we can at least take steps to better handle them and evaluate
how much support to offer. I also recognise that we should not stifle ambition,
but it should never result in “harming” others. In, contrast by nurturing
symbiotic relationships (actually mutualism) then we will enhance our personal wellbeing
and performance, and in turn increase team productivity.
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