Team Dynamics: How to Deal with a Passive-Aggressive Culture

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November 13, 2008 - Daniel G. DePuydt

Have you ever sat in a meeting where the issues were marginally discussed and there was no real dialogue about alternatives or solutions such that the team leader could edict a course of action?  Minutes after the meeting, the “water cooler” sub-rosa subcommittee of the team collects and dismantles, castigating and criticizing the team, the process and the plan.

I think most of us have experienced this. So how do we develop a healthier culture?

We recommend reading an article from the Harvard Business Review dated October 2005 titled “Passive-Aggressive Organization,” by Gary L. Neilson, Bruce A. Pasternak and Karen E. Van Nuys.  In the article they define “passive-aggressive” as a quiet but tenacious resistance in every way, but open to corporate/management directives.  Passive-aggressive employees pay lip service to decisions but put in only enough effort to appear compliant.  Generally, there is a leadership vacuum where accountability and responsibility are lacking, thus absolving managers of providing results.  Moreover, the passive-aggressive employee constantly second guesses decisions.

The authors define seven cultures, including passive-aggressive:

1. Resilient:  Highly adaptable with a focus-aligned business strategy.
2. Just in Time:  Inconsistently prepared for change but rises to the occasion without losing sight of the big picture.
3. Military Precision:  Dominated by a small, involved, senior team secured through superior execution.
4. Passive-Aggressive:  Congenial, seemingly conflict-free, struggles to implement.
5. Over-Managed:  Multiple layers or management politicizes the decision-making.
6. Outgrown:  Too large and complex, yet seeks to democratize decision-making authority.
7. Fits and Starts:  Has smart, motivated people but who rarely pull in the same direction.

Of these seven, the passive-aggressive culture is the hardest to change because the companies affected have had more time to institutionalize the dysfunctions, and its employees are cynical about reform attempts.

So where does the passive-aggressive culture germinate?

1. Wherever there is an unclear scope of authority, misunderstandings and misrepresentations concerning who really has control over decisions. This often is the first sign of an organization stepping into passive-aggressive territory.
2. Misleading goals.  Align rewards and incentives to the goals of the organization.
3. Agreement without cooperation.  Make sure that a “yes” corresponds to a level of commitment from everyone.

So the passive-aggressive organization usually has misalignments in these three factors and potentially, a fourth organizational structure.

So how do you affect a cure?

First, you must get the attention of the organization.  No longer allow the attitude that “this too shall pass.”  Set goals, make hard decisions, measure results and stick with it.

Second: Bring in new blood.  That sends the message that they cannot fix it themselves. Outsiders bring new standards and perspectives.

Third: Leave no stone unturned.  Change everything at once and reconnect the informal communications links.

Fourth: Make decisions and stick to them.  No more second guessing, changing direction and not committing.  Articulate who has the decision rights.  Follow through, stay on top of it.

Fifth: Spread the word. Require data be provided.  Define the priority of the programs and issues.  Develop matrices and provide data and require reports.

Sixth: Match motivators.  Create incentives to reward the behaviors and results you seek.  Distinguish performers.

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Daniel G. DePuydt, J.D., is president of OI Partners - Triumph Consulting (Iowa). He has held executive-level HR positions for several Fortune 1000 firms in the metals, aerospace and office furniture industries. He can be reached at (563) 355-3313 or ddepuydt@oipartners.net.