How Troublemakers Affect Team Dynamics - you must be able to see the big picture.

Caesar Rondina, Author | Public Speaker
Sep 8
9 min read

INTRODUCTION - Troublemakers and Team Dynamics

Greetings. Every aspect of life usually involves a troublemaker. Most are innocent and harmless. However, in the business world, a troublemaker can be a blessing or a means to an end. It's been a few years since I was in college, ran my own business, and made my share of mistakes. We all have, but I had some of the best professors who challenged our ways of thinking and helped us come up with possible solutions. However, in business, an individual must be able to see the larger picture. Team dynamics is critical if you want your business to succeed. Do not fool yourself. Every business, large or small, has troublemakers. This can be a good thing as much as it can be a bad thing if not managed effectively. First, you must understand the impact of troublemakers on team dynamics. Let's move on and learn a bit more.

IDENTIFICATION IS KEY:

FACT:

Troublemakers in teams can disrupt workflow, lower morale, and lead to increased conflict, which negatively affects productivity and overall team outcomes. While often seen as a liability, troublemakers can also bring certain benefits to team dynamics when managed effectively. Their presence can stimulate discussions, challenge the status quo, and encourage innovation. Recognizing their dual impact can help teams navigate the complexities of collaboration.

Understanding who qualifies as a troublemaker in team settings is critical. The following traits often characterize such individuals. Challenging authority by frequently questioning decisions made by a team leader or leaders, management staff, or the established processes. These are just a few examples:

- Creating Conflict: Engages in arguments or spats with other team members or talks about others behind their backs.

- Spreading Negativity: Shares complaints or negative opinions that can drain team morale.

- Non-Collaborative Attitude: Resists collaboration and prefers to work independently.

Let's look at this example of pros and cons:

Imagine a marketing team tasked with launching a new product or delegating responsibilities. A team member continually questions the proposed strategies and insists on alternate methods, often bringing the session to a standstill. While their critique can be grating, it could reveal potential flaws in the plans that need addressing. At times, we need to recognize a team member's behavior as more than mere negativity, allowing the team to leverage their insights for improvement.

This seems like a simple example, and it is. However, this example was presented to show a more constructive than destructive approach. Things will NOT always be this simple.

PROS:

Troublemakers can foster discussions that lead to new ideas or approaches. For instance, a developer constantly pointing out flaws in the current code might inspire the team to explore a more effective programming language. We refer to this as Innovation Catalyst.

Constructive conflict can lead to better decision-making. A business analyst might challenge assumptions that drive project strategies, prompting the team to evaluate alternative solutions. This prompts a healthy debate strategy.

When a troublemaker questions processes, it can lead the team to clarify roles and responsibilities, resulting in improved accountability. Hence, increased accountability.

CONS:

Disruption of Workflow is a result of frequent interruptions, and a lack of harmony can derail any project. A graphic designer frequently critiquing design choices can create frustration, leading to inconsistency in the visual output.

Lowered morale occurs when constant negativity affects team spirit. Team members might lose motivation when one individual continuously criticizes the efforts of the team or an individual. Troublemakers often isolate one individual or an ideal; however, they achieve this by causing division amongst many.

Divisiveness occurs when troublemakers create factions within teams, leading to divides that hinder collaboration. This often leads to 'us vs. them' scenarios that reduce overall effectiveness.

So far, I have been using the term "team" to refer to a group of people. However, troublemakers can target one, two, or more people they work with. There are times when personality conflicts exist, and one or more of the people involved are not mature enough to get past those differences and "do their jobs." Unfortunately, that is part of the human condition.

People who are torublemkaers may suffer from a superiority complex, meaning they think they are better or more deserving than others, or they could be suffering from low self-esteem and insecurities that cause them to act out as they do. When this is the case, it becomes more complicated to manage, and at times, it cannot be managed effectively.

Some individuals' personalities are deeply etched with the marks of unpleasant past experiences. These individuals will often play dual roles in a situation to gain allies for their cause. This type of personality disorder usually involves their out-of-work life as well. Sometimes these individuals need to seek professional help to deal with these issues. The biggest problem is that they do not see it, and it may take a series of events in their life to bring it to the forefront.

I had one instructor who believed that, short of direct violation of company policies or someone not doing their job, there is always an alternative to firing someone. Working with them, training them, and trying to make them a team player should ALWAYS be the first step. I totally believe in this approach. However, even that has its exceptions, as there are those chronic troublemakers who refuse to acknowledge their issues.

STRATEGIES FOR MANAGING TROUBLEMAKERS EFFECTIVELY:

To harness the potential benefits of troublemakers while mitigating their adverse effects, consider the following steps:

Encourage an open environment where team members can express their concerns without fear of backlash. Facilitate constructive dialogues where troublemakers can voice their opinions.

Shift the focus from individual differences to collective objectives. Establish common goals that the team can rally around to foster cooperation.

CLEARLY DEFINE ACCEPTABLE BEHAVIORS to prevent troublemakers from dominating discussions. Establish ground rules that encourage respectful communication and productive conflict resolution. THIS IS A BIG ONE! Ignoring or passifying the problem will NEVER fix it.

Transform the troublemaker's critical thinking into an asset by involving them in brainstorming sessions or strategy discussions.

Keep in mind that these strategies will only work for someone open to accepting them. As I mentioned earlier, some individuals are chronic troublemakers, regardless of their workplace, and they will consistently cause trouble irrespective of where they work. There could come a time when all your strategies fail. At that point, to ensure the success of your business and the well-being of your employees, you may have to cut your losses and let them go. You are running a business, not a day care.

BEST PRACTICES FOR ENHANCING TEAM DYNAMICS AMID CONFLICT:

Encouraging emotional intelligence within the team can foster a more empathetic understanding of differing perspectives.

Creating an inclusive culture where everyone's contributions are valued can minimize the negative impact of troublemakers.

Troublemakers often have a sense of dissatisfaction that can stem from feeling unchallenged. Providing growth opportunities can redirect their passion toward more productive outcomes.

IGNORANCE IS NOT BLISS. If you ignore it, it doesn't go away.:

Allowing troublemakers to express negativity freely can create a toxic environment. Unmanaged conflict can escalate and engulf the team in dysfunction. Conversely, reacting too harshly to a troublemaker can stifle valuable dissent and make them feel marginalized.

Not all troublemakers have hostile intentions. Some may be passionate about their work and critical of existing processes. Encouraging this type of disruption while maintaining a focus on team goals can yield innovative outcomes. Conflict, when addressed properly, can lead to team evolution. Learning to engage with troublemakers can turn debates into productive brainstorming sessions.

Through understanding and effective management of troublemakers, teams can leverage the full spectrum of their behaviors to improve dynamics and outcomes. By fostering an environment that values open communication, inclusion, and constructive feedback, teams can navigate the challenges posed by troublemakers and drive towards collective success.

In many teams, troublemakers can take the form of individuals whose behavior disrupts harmony and impedes collaborative efforts. Consider a product development team tasked with launching a new application. One member consistently challenges and dismisses other team members ' ideas during brainstorming sessions. This behavior not only stifles creativity but also creates an atmosphere of apprehension, causing quieter team members to withdraw from sharing potentially innovative solutions. The constant negativity and criticism undermine team morale, making members hesitant to contribute and ultimately leading to a less diverse pool of ideas.

Furthermore, the presence of troublemakers can lead to a detrimental ripple effect. For instance, if a team member is resistant to adopting new project management tools, it can influence others who are undecided about the change. Reluctance may lead to decreased engagement, causing delays and miscommunication in task assignments. The team's ability to align on processes and enhance productivity diminishes as dissent becomes a contagious sentiment shared among peers.

In all these situations, the troublemaker's behavior doesn't simply disrupt individual interactions; it fundamentally alters the team's dynamics, impacting collaboration, decision-making, and overall productivity. Each scenario illustrates how one disruptive member can lead to broader challenges within a team, underscoring the importance of addressing such behaviors proactively. This also applies to as few as two people, since in many workplace conflicts, it is between two individuals.

Lastly, troublemakers have little respect for authority. Between the military and firefighting, I have learned there is ALWAYS a chain of command. There is always someone higher than yourself you must answer to. Many troublemakers have a tremendous lack of respect for authority because they see themselves as the authority, or want to be the authority. Still, they know how to play the game, and they can be pretty good at it.

IN CLOSING:

In conclusion, troublemakers can significantly impact team dynamics, often leading to a ripple effect that disrupts collaboration and morale. While their behaviors may create immediate challenges, addressing these issues constructively can provide opportunities for growth and improvement within the team. By implementing effective communication strategies, fostering a culture of accountability, and encouraging open dialogue, teams can mitigate the adverse effects of troublemakers. Ultimately, recognizing and understanding the underlying motivations of these individuals can transform potential conflicts into valuable lessons, enhancing overall team cohesion and productivity.

The worst-case scenario is that after all your efforts to work with a troublemaker have been exhausted, you may be left with the choice of losing good people or letting the troublemaker go. Good people will only tolerate this environment for so long, and you may run the risk of causing damage to your business. Some choices are necessary for the good of the larger picture; let that individual go to move on to something else they may be better suited for.

I have learned a great deal over the years through my mistakes. If you are a manager or a business owner, I can promise you this. If not addressed and corrected, the issue will worsen over time. No infection gets cleared up without treatment. It only gets worse. It starts small, and with each step it escalates. You have a responsibility to your entire team, not to just one individual. By not taking that responsibility, ask yourself, are you part of the problem or part of the solution? Being good at one's assigned job and possessing the skills expected of them is only one aspect of an employee. Attitude is equally important. Remember that.

One last thought. Although this post is longer than my normal blog posts, one may ask themselves how I have learned so much about this subject. Full disclosure. Before I went to college, I was that rebel, the troublemaker- the one who always went against the grain. However, through a combination of education, owning my own business, serving in a military environment, and having great mentors, I recognized my mistakes, I owned them, fixed them, and learned a great deal about how essential teamwork is to achieve success. No one does it alone, and no matter how much you think you know, there are those who know more. All you need to do is get your head out of your backside and learn a few things about people and life. Good luck.

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