Since conflicts are common, managers need to establish norms for how colleagues should work together
Radhika Panjwani is a former journalist from Toronto and a blogger.
The problematic colleagues Ms. Kerr had to reckon with shared common traits. For starters, they cared more about themselves than the company; their egos were out of whack, and some were narcissistic, says Ms. Kerr, who is also the chief executive officer of the Medalist Group, a Toronto-area consultancy offering services around organizational health, team building and strategy. They were averse to change and clung to status quo.
Difficult workers have a significantly negative influence on team dynamics, culture and performance. However, based on how these conflicts are addressed, things can either become much worse or improve, he says. “One of the most common complaints about managers and leaders is that they avoid conflict rather than deal with it in a timely fashion,” he says. “Research on team performance shows that effective teams have a process for effectively resolving conflict.”Complaining about the toxic co-worker’s behaviour won’t work. Instead, find a respectful way to let difficult colleagues know about their negative influence. If that doesn’t help, you should minimize your interaction with them, Mr.
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