Makanga Jessy
Have you ever worked with someone who is always quiet and never cares or slow to do work or cooperate with others, but when there is a mess they are the ones very strong and active to make blames and to ensure that the one who messed up is chased away from the company? If you have, you know how frustrating and demoralizing it can be to deal with such a person.
They are not only unproductive and uncooperative, but also disruptive and destructive. They can drag down the performance and morale of the whole team, and cause conflicts and problems that are hard to resolve.
So why do some people behave like this in teams, and what can you do about it?
This article explores the possible reasons, effects, and solutions for dealing with lazy and adamant team members who are very active to mess.
The Reasons Behind Their Behavior
People who are lazy or adamant on teams yet are very active to mess are those who exhibit low performance and high deviance in their work.
Performance refers to the extent to which a person contributes to the goals and tasks of the team, while deviance refers to the extent to which a person violates the norms and expectations of the team.
People who are lazy or adamant on teams show low performance because they are either unwilling or unable to do their work or cooperate with others. They may lack motivation, skills, resources, or feedback to perform well.
People who are very active to mess show high deviance because they intentionally or unintentionally cause harm or disruption to the team or its members. They may have malicious, selfish, or defensive motives to sabotage, blame, or scapegoat others.
There are several possible reasons why people who are lazy or adamant on teams become very active to mess.
One reason is that they may be trying to divert attention from their own poor performance and shift the responsibility to others. By being vocal and aggressive in pointing out the faults of others, they may hope to avoid scrutiny or criticism from the team or the management.
Another reason is that they may be trying to compensate for their low performance by showing high deviance. By being active and assertive in creating or escalating conflicts, they may hope to gain power or influence over the team or the management.
A third reason is that they may be trying to express their dissatisfaction or frustration with the team or the work. By being negative and disruptive in challenging or undermining the norms or goals of the team, they may hope to vent their emotions or change their situation.
The Effects of Their Behavior
People who are lazy or adamant on teams yet are very active to mess can have detrimental effects on the team and its outcomes.
They can reduce the productivity, quality, and efficiency of the team by not doing their work or cooperating with others. They can also increase the stress, conflict, and turnover of the team by creating or worsening problems or tensions among members. They can also damage the reputation, trust, and morale of the team by violating or disrespecting the values and expectations of the team.
These effects can have serious consequences for the team and its members. For example, they can lead to poor performance reviews, missed deadlines, lost customers, wasted resources, low satisfaction, high absenteeism, low retention, etc.
They can also create a toxic work environment that affects not only the team but also other stakeholders such as customers, suppliers, partners, etc.
The Solutions for Their Behavior
Therefore, people who are lazy or adamant on teams yet are very active to mess should be identified and addressed as soon as possible by the team leader or manager. Some possible strategies to deal with them are:
Providing them with clear and specific feedback on their performance and deviance, and setting realistic and measurable goals and standards for them
Providing them with adequate and appropriate support and resources to help them improve their performance and reduce their deviance, such as training, coaching, mentoring, counseling, etc.
Providing them with positive and negative incentives and consequences for their performance and deviance, such as recognition, rewards, sanctions, warnings, etc.
Providing them with opportunities and channels to communicate and collaborate with other team members, and encouraging them to share their views and concerns in a constructive and respectful way
Providing them with alternatives and options to change their role or position in the team or the organization, if they are unhappy or unsuitable for their current situation
These strategies aim to help them improve their performance and reduce their deviance by addressing their needs, motives, emotions, and behaviors. However, these strategies may not always work for everyone. Some people may be resistant or reluctant to change their behavior despite the feedback, support, incentives, or consequences. Some people may be beyond help or hope due to their personality traits, mental health issues, or other factors. In such cases, the team leader or ma