Anger's costs for the work group and organization go beyond the angry person. First, the target of the anger suffers considerable effects. Second, all those who are proximate to the angry relationship become susceptible to negative consequences. Third, the organization suffers not only from the diminished commitment and effort of the affected individuals, but also from the radiating impact of poorly managed anger.
People on the receiving end of anger generally experience emotional and physical effects similar to those experienced by the angry person. Additional emotional responses include fear, sadness, diminished self-esteem, preoccupation with the conflict, increased caution, and thoughts of revenge. In many cases, the targets of a more powerful person's anger eventually take out their retaliatory anger on someone entirely unrelated to the episode, usually someone less powerful. That's how anger from one superior can cascade down the ranks.
Another corollary effect occurs when the targets take out their retaliatory anger on peers and managers. However, when anger cascades upward, it is generally covert; for example, couched in a failure to cooperate, a failure to communicate, or an attempt to undermine the other person's goals.
According to one study (Pearson, Andersson, and Porath, 2000), the targets of anger most often respond with avoidance behavior that diminishes their work performance. These were the results for the subjects under study:
Fifty-three percent lost work time worrying about the incident or future interactions. Thirty-seven percent believed that their commitment to the organization declined. Twenty-eight percent lost work time avoiding the instigator. Twenty-two percent put less effort into work. Ten percent spent less time at work. Twelve percent changed jobs to avoid the instigator.
As for others in the work group, they may suffer from their proximity to the angry relationship, feeling the lasting chill of its interactions. Those who are friendly with one or more of the principals in the relationship may be sought as allies. Others may simply be privy to what's going on and feel the collateral effects. Overall, individuals in the group may feel a diminished sense of trust in the principals or a general loss of safety in the group. This can result in a downward spiral of negative consequences.
The following is a summary of the dangers.
Consequences of Anger for the Work Group and Organization Increased relationship conflict (including jealousy, friction, and hostility) Lost work time Diminished commitment effort information-sharing risk-taking collaboration productivity work quality innovation Delayed decision-making Lack of good data for decision making Increased absenteeism and turnover Sabotage Litigation Verbal aggression Physical aggression
Perhaps the greatest damage to a work group or organization occurs when individuals perceive that egregious behavior from one person toward another has been tolerated and accepted by those in charge. When this happens, people feel let down by their leaders and begin to view the organization as unfair. They will often question the legitimacy of leaders who fail to take action. In cases where poorly managed anger is routinely tolerated and accepted by leadership, the organization may assume an angry culture, with negative effects flowing up the chain of command covertly and cascading down the chain of command all too obviously.
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