In the realm of professional life, particularly within the tech industry, managers often engage in a series of subtle psychological games. These aren't just random acts of manipulation; they're strategic moves designed to influence behavior and drive outcomes. Drawing inspiration from Eric Berne's seminal work, "Games People Play," we explore some of the most pervasive and cunning games managers play.
The Setup: Two developers, let's call them Alice and Bob, are assigned to the same project. On the surface, it appears to be a collaborative effort. However, the manager subtly sets the stage for competition. Each is told in confidence that the project’s success hinges on their individual performance.
The Game: The manager’s goal is to extract maximum productivity by fostering a competitive spirit. Alice and Bob, driven by the desire to outshine the other, push themselves harder than they would in a purely collaborative environment. This game can lead to impressive short-term results but often at the cost of team cohesion and morale.
The Payoff: The manager gets a high-performing team without overtly demanding more. Alice and Bob, however, are left with a sense of distrust and burnout, often questioning the value of their strained relationship.
The Setup: A promising developer, Charlie, is consistently praised for their potential and contributions. The manager frequently hints at future promotions and career growth, linking them directly to the completion of extra tasks and projects.
The Game: By dangling the carrot of growth, the manager motivates Charlie to take on more work than their peers. The promise of advancement keeps Charlie engaged and striving for an ever-moving target.
The Payoff: The manager benefits from Charlie's increased output without immediate compensation or promotion. Charlie, meanwhile, may eventually realize that the promised growth is perpetually just out of reach, leading to frustration and disillusionment.
The Setup: The manager calls an impromptu meeting late on a Friday, knowing that the team has weekend plans. Subtly, they emphasize the importance of the meeting and the commitment required to stay ahead.
The Game: This scenario tests the team's loyalty and dedication. Those who cancel their plans and attend are seen as true team players, while those who don’t are subtly marked as less committed.
The Payoff: The manager identifies who is willing to sacrifice personal time for work, reinforcing a culture of overcommitment. The team, however, may feel manipulated and undervalued, leading to resentment and high turnover.
The Setup: During performance reviews, the manager provides vague feedback, suggesting that the employee has room for improvement but never specifying what or how.
The Game: This creates an endless loop where the employee strives to meet unspecified expectations, constantly seeking validation and clarity.
The Payoff: The manager maintains control and keeps the employee in a state of constant striving, reducing the likelihood of them feeling secure enough to seek opportunities elsewhere. The employee, on the other hand, may experience a sense of perpetual inadequacy and confusion.
The Setup: In team meetings, the manager presents decisions as if they were a consensus, subtly manipulating the discussion to ensure everyone appears to agree.
The Game: This creates an illusion of team unity and collective decision-making, even if some team members privately disagree.
The Payoff: The manager strengthens their position and the appearance of harmony, while dissenting voices are marginalized, potentially stifling innovation and genuine dialogue.
These games, while often effective in the short term, can have detrimental effects on team dynamics, employee well-being, and long-term productivity. Recognizing and understanding these games is the first step towards fostering a healthier and more transparent work environment.