“Toxic” behaviour is a risk, so the key is to address it quickly
Hybrid work is here to stay. While evidence for the positive impact on productivity and engagement is growing, hybrid work comes with its own set of risks.
An article in Harvard Business Review provides a helpful insight into the ways hybrid work can lead to so-called “toxic” behaviours. Before exploring those behaviours, the article reminds us of what “toxic” is in the workplace. A natural part of even healthy organisations includes conflict, tension and misunderstanding. But a toxic culture is characterised by behaviours that are either disrespectful, noninclusive, unethical, cutthroat or abusive.
A complicating factor is that toxicity is subjective—each of us experiences our work environment differently. Hybrid work adds a layer to this, with the physical environment varying from day-to-day as well. In short, what some people experience as toxic, others may not.
The article proposes four ways hybrid working is susceptible to toxic behaviours:
- Remoteness changing dynamics
Hybrid work relies heavily on technology. When using technology to communicate, people tend to be less inhibited, which increases the potential for hurtful language and misunderstandings. - Hybridity is imbalanced
The physical location of your work can impact your work experience through differences in access to resources, and remote workers feeling excluded or disadvantaged. Another term for this: proximity bias. - Hybridity can reduce cohesion and trust
If we cannot connect with our team, we struggle to form a cohesive and trusting culture. This is not impossible with remote work, but does require an intentional effort to create opportunities for connection. - Hybridity makes it hard to resolve issues
Resolving disputes is more challenging through a virtual medium. Face-to-face interaction allows us to draw on more interpersonal tools. While virtual mediums are helpful, they are not ideal for having those difficult conversations.
The article concludes by suggesting organisations can address these challenges through educating staff, laying a foundation of psychological safety, having ongoing conversations and intervening quickly when issues arise.
Recognising these risks helps leaders guard against toxicity before it arises, so we can continue to use hybrid work to our organisational and personal advantage.