James Hillman declares: "Control-and-command management knows well the uses of fear." He goes on to infer that many symptoms appearing in offices and factories - called stress, slowdown and absenteeism - can be conceived of as paralyzing or panic reactions "to the fearsomeness of power in the workplace."
Meg Wheatley:
"In the Industrial Age, the business organization was associated with the machines upon which it was based. Men at the top of the organizational hierarchy dominated those below them, men dominated women, fear was a major motivator, and the companies were poised to do "battle" with the competition. Workers were not supposed to think, and there was no place for values such as caring and nurturance."
Although more businesses have begun to realize that this way of operating is not sustainable, the "command-and-control" model in organizational life continues to be prevalent. It is clear that unless deeper values concerning organizational frameworks are addressed there will be no systemic change; these days it is common for businesses to continue offering words about shifting away from rigid hierarchies while still being racked by dominator power games in which individuals vie to "be on top."
To the degree this analysis is accurate, it also reveals the degree to which we are deeply institutionalized. We have all - sometimes for decades - been a part of hierarchical and bureaucratic work settings which rely on principles of top-down decision making, competition over resources, restricted access to information, vertical feedback, and expectations of conformity and obedience. Routinely, we have participated in institutional structures that provide little opportunity for creative expression, authentic relationships, or ethical dialogue. And, we have become inured to these conditions.
W. Gordon Lawrence provides a revealing look into organizational life in his article "Totalitarian States of Mind in Institutions." He states that, as our overall economic climate in a rapidly changing world is perceived to be increasingly uncertain and complex, people at all levels of many organizations find themselves dealing with a steadily intensifying anxiety. In this milieu managers feel pressured to maintain institutional structures which promise a sense of certainty.
At the same time there are often strong demands coming from levels above the manager to present a facade of being "highly knowledgeable," or confidently being "able to handle things." In this light it is not difficult to see how such a role naturally attracts autocratic personalities who already think about the world in black and white terms.
Lawrence argues that when a "totalitarian state of mind" is present in an institution, the capacity for independent thought becomes diminished. The organizational culture limits its support and reinforcement to one type of expression: thought and speech that is "sure-fire" and "certain." Whether stated explicitly or not (and usually it is not), these organizations operate via the unspoken norm or rule that "there is no room for mistakes." Ironically, (in terms of the organization's supposed goal of achieving success and creating superior outcomes) the sure-fire result of this fear of mistakes is that there is no possibility of learning from them.
Meanwhile, a milieu is simultaneously generated in which it becomes dangerous to appear have thoughts which are different from the majority. Many of us have had experiences in organizations in which any alternative thought is construed (usually by a "silent" majority, and/or administrators) - as being an aggressive act.
Even as HR departments attempt to soften the climate in some companies, stating on paper that a "hostile work environment" is unacceptable, domination games in work contexts remain a massive problem. A BBC report on a 2021 survey from The Workplace Bullying Institute showed 43% of 1,215 US remote workers reported they had been subject to workplace bullying, mostly via video calls and email.
In the UK in 2022, the number of bullying claims lodged in the Employment Tribunal reached an all-time annual high, increasing 44% on the previous year. The most reported incidents included cutting remarks during video calls, deliberately leaving colleagues out of remote meetings and using messaging apps to gossip during colleagues' presentations.
Bennet Tepper's research on abusive supervision found that many bosses continue to use ridicule, put-downs, the silent/ invisibility treatment. The list goes on: personal insults, invasion of personal space, verbal or nonverbal threats and intimidation, sarcastic jokes, quick status slaps designed to publicly humiliate victims, more lengthy patterns of shaming known as "degradation rituals," "dirty looks," rude interruptions, two-faced attacks.
In fact, most of us know what it is like to work in such a hostile work environment (as it only recently has been named) - and we know its effects: the increased heart rate, knots in the stomach and chest, doctor visits and purchases of over-the- counter medications. Those of us who were fortunate and smart got out, but now may find ourselves recounting horror stories to friends and family.
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