Operating in a culture of fear
Simple acts of resistance.
Some organizations are led by fear. People in leadership make decisions unilaterally. They push (or break) the boundaries of what's considered normal or acceptable in the workplace. They scream or demand that all attention be centered on themselves. Toxic behavior is tolerated. People are fired at random.
No one feels safe because their jobs are on the line, all the time. But they can't just quit.
People seem to think that ruling by fear is a way to instill obedience, compliance, and conformity. But a culture of fear has absolutely no path to success or a sustainable business. Eventually, it will crack and crumble under the weight of its own draconian behavior folly.
Because ruling by fear...
... stifles innovation. No single person (or homogenous group) has all the answers. Without diversity of thought and creativity, a company can't compete. It will be outmaneuvered by its competitors.
... erodes trust. Employees are constantly watching their backs. They don't believe in the company's mission. They're focused on survival instead of any meaningful work. Why build something if it could be dismantled the next day?
... complicates priorities. Fear is often accompanied by impulsive decision-making. Strategy might change based on the whims of leadership, leading to confusion, wasted time, and no meaningful results.
... destroys belonging. Employees don't act in the company's best interests. They feel alienated and might turn against each other. They keep their heads down to retain their jobs, while actively seeking a way out.
Leading by fear might have some short-term gains, but it can't last. Because people don't want to work in a culture of fear. They'll realize that they have strength in numbers and resist (or leave).
Some relevant tips for resistance, taken from the CIA's Simple Sabotage Field Manual (published in 1944, and still relevant):
Work slowly. (emphasis is taken directly from the manual)
Contrive as many interruptions to your work as you can.
Pretend not to understand instructions.
Or, pretend that you are particularly anxious to do your work, and pester the manager with unnecessary questions.
Do your work poorly and blame it on bad tools or processes. Complain that these things are preventing you from doing your job right.
Make mistakes or omit requested information. Misfile essential documents.
Give lengthy or incomprehensible explanations when questioned.
Insist on doing everything through "channels." Never permit shortcuts to be taken in order to expedite decisions.
When possible, refer all matters to committee, for "further study and consideration." Attempt to make the committees as large as possible — never less than five.
Bring up irrelevant issues as frequently as possible.
The field guide notes that "purposeful stupidity is contrary to human nature" and requires a particular set of skills. Or perhaps the modern version is simply quiet quitting.
But simple acts of resistance are better than sitting by quietly, allowing toxic leadership to think it's "winning."
Note: These simple acts of resistance can work in any situation ruled by fear, not just the workplace.
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Haha, I wasn't aware of the CIA resistance guidelines - I'm pretty sure I've worked with people who were following it to the letter :):)
On a serious note though, I think fear is an effective shortcut in a world of work that's become hyper-transactional. Why would a leader (who may be managed through fear as well) operate otherwise when they're under tremendous pressure, have no room for error, and are unlikely to be with the same company in 2-3 years time?
So it's complicated.
And the trouble with resistance is that it can't be a long term strategy - I can only imagine being purposefully stupid for more than a few weeks/months is a soul destroying exercise.