Breaking the Cycle of Deviance at Work | David Zweig | TEDxUTSC

Summary

In this insightful exploration of workplace deviance, the speaker, an organizational psychologist, shares their personal experiences and research on how excessive surveillance, lack of trust, and mistreatment in work environments lead to negative behaviors. They illustrate how close monitoring fosters retaliation and deviant actions, particularly in competitive workplaces. Through the lens of knowledge sharing and trust, the speaker emphasizes the importance of building a respectful and trust-based culture to break the cycle of deviance. Ultimately, they argue that trust is the key to transforming negative cycles into positive, collaborative workplace dynamics.

Takeaways

• 😀 Workplace deviance can emerge when employees feel monitored and controlled, leading them to engage in retaliatory behaviors.
• 😀 Surveillance at work, such as monitoring keystrokes, websites, and emails, can trigger deviant behavior as employees attempt to regain control.
• 😀 When employees are treated with disrespect or harsh supervision, they are more likely to engage in deviant behaviors, including knowledge hiding.
• 😀 Personal experiences of surveillance and unjust treatment can shape a psychologist’s interest in studying workplace deviance.
• 😀 The fear of being surveilled or falsely accused can lead to self-protective actions, like avoiding logging into computers or hiding one's behavior.
• 😀 Close monitoring often backfires, leading employees to find ways around the system, such as disconnecting from cameras or deliberately slowing down their work.
• 😀 Employees in environments with constant surveillance may engage in worse behaviors than the surveillance is intended to prevent.
• 😀 Creating a cycle of deviance in the workplace often stems from the lack of trust and excessive control, exacerbating negative behaviors.
• 😀 Knowledge sharing is often discouraged in competitive work environments where employees feel that sharing knowledge reduces their power or chances of advancement.
• 😀 Trust is essential in breaking the cycle of deviance in workplaces, as it fosters collaboration, respect, and knowledge sharing, rather than surveillance and control.
• 😀 Building a culture of trust and mutual respect is more effective than surveillance at reducing deviance and improving workplace behavior.
• 😀 Identifying who is trustworthy in the workplace can be done by looking for patterns of behavior over time and assessing whether someone’s actions are consistently negative or influenced by external factors.

Q & A

What is the primary focus of the speaker in this transcript?

The speaker primarily focuses on workplace deviance, the negative impacts of surveillance on employee behavior, and how trust can break the cycle of deviance in organizations.

How did the speaker's personal experience with surveillance influence their research?

The speaker’s experience with being wrongly accused and surveilled in a university setting made them interested in studying how workplace surveillance impacts employee behavior, especially how it can lead to deviance and retaliation.

What does the term 'deviance' refer to in this context?

In this context, deviance refers to behaviors that go against the norms or rules of the workplace, often as a response to feeling controlled, surveilled, or disrespected.

How does surveillance affect employees' behavior according to the speaker?

Surveillance, especially when invasive, can lead to employees feeling trapped, fearful, or disrespected, which may prompt them to engage in retaliatory behaviors, often worse than those the surveillance was intended to prevent.

What is 'knowledge hiding,' and how does it relate to workplace deviance?

Knowledge hiding is the act of withholding important information from others in the workplace. It is considered a form of deviance, often arising from a lack of trust, competitive pressures, or fear of exploitation.

Why do employees hide knowledge from one another, even when asked to share it?

Employees hide knowledge because sharing it may feel like giving away their power in the organization, and because the work environment often fosters competition and mistrust, making employees reluctant to share valuable information.

What does the speaker mean by 'deviance begets deviance'?

The phrase 'deviance begets deviance' means that when individuals are subjected to negative behaviors or pressures (such as surveillance or disrespect), they often respond by engaging in even more deviant behavior as a form of retaliation or self-protection.

How does an abusive supervisor contribute to workplace deviance?

An abusive supervisor, who is controlling, critical, or takes credit for others' work, triggers feelings of frustration in subordinates, which may lead to them hiding knowledge or engaging in other deviant behaviors as a form of resistance.

How can trust break the cycle of deviance in the workplace?

Trust can break the cycle of deviance by fostering an environment of mutual respect, collaboration, and open communication. When employees trust each other, they are more likely to share knowledge and behave ethically, reducing the need for surveillance or competitive behaviors.

What are the challenges and rewards of engaging with trust in the workplace?

Engaging with trust involves vulnerability, which can be difficult, but it is essential for breaking the cycle of deviant behavior. The reward is a healthier, more cooperative workplace where employees feel respected and empowered to contribute.