Assignment Prompt & Instructions
– ## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx
**## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx**
Week 3 Discussion Response
Managing People and Promoting Collab
Colleague 1
Lauren Adkins,
The Consequences of Passive Leadership
Two strong performers in a medium-sized marketing firm began fighting, and their conflict became open and hostile. Instead of speaking up, the manager opted to stay quiet since he didn’t want difficulties. Because the leadership was not involved, the company's drama worsened, causing gossip and cliques to grow. As McQuaid (2019) points out, if team tension is not handled well, it can lower the team’s spirit and bring down their involvement.
Because the manager was inactive, an unhealthy environment formed in the workplace. According to Cy Wakeman's (2018) ideas on emotional waste, they chose not to act and instead allowed destructive behaviors to continue. An effective way would have been to mediate first, then clearly repeat the required behavior standards, matching the company’s values.
Managers should ensure an open communication environment to enhance their leadership (Edmondson, 2018). Also, developing emotional intelligence allows leaders to notice and manage tension among team members when it starts (Goleman, D. 2006). If a team wants to function well without dramas, it needs leaders who are emotionally intelligent and take the first step.
References
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman. Psychology Today.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down\
Links to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Cy Wakeman. (2018, June 14). Identifying where drama comes from & why [Video]. YouTube.
[https://www.youtube.com/watch?v=5uX2ZG1SIHk\
Links to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)
Edmondson, A. C. (2018). The Fearless Organization: Creating psychological safety in the workplace for learning, innovation, and growth.
[https://ci.nii.ac.jp/ncid/BB2750129X\
Links to an external site.](https://ci.nii.ac.jp/ncid/BB2750129X)
Goleman, D. (2006). Emotional Intelligence. Bantam Books, New York, 352 p. – References – Scientific Research Publishing. (n.d.).
[https://www.scirp.org/reference/referencespapers?referenceid=2787547\
Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=2787547)
**Colleague 2**
**Alexis Rubin,**
**Micromanagement as a Catalyst for Workplace Drama**
In a growing tech startup, the team leader’s way of managing things led to stress in the workplace. Even with top-notch workers on board, the manager preferred to monitor all the details and constantly change and correct work without being asked in forums. First, many considered the behavior comprehensive; it later turned into something that frustrated and distanced people. Staff started talking behind others’ backs, created groups apart from the rest of the team, and stayed far from management, as explained by Wakeman (2018).
McQuaid (2019) states that drama often results when people feel their freedom is limited and things are not expected of them. As a result of that manager’s actions, both problems arose. They did not make people feel safe and responsible, but drove people to feel anxious and stressed. Doubting one’s decisions so much eventually caused a decrease in motivation, teamwork, and creativity.
Managers should try to implement principles of transformational leadership, especially by empowering their teams, coaching them well, and helping them achieve their goals (Bass & Riggio, 2006). Encouraging staff to be responsible for what they do would create a stronger bond of trust and bring down unproductive tensions. Moreover, if we take a self-determination theory approach, which stresses autonomy, competence, and relatedness, the team can experience more psychological safety (Deci & Ryan, 2008).
Letting the team lead and taking part only when there is a good reason makes leaders appear confident. Reducing micromanagement means handing out authority and removing the feelings that make drama worse.
**References**
Cy Wakeman. (2018, June 14).
_Identifying where drama comes from & why_ [Video]. YouTube.
[https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
_Psychology Today_.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
_Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. New York, NY: Psychology Press. – References – Scientific Research Publishing_. (n.d.).
[https://www.scirp.org/reference/referencespapers?referenceid=3007266Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=3007266)
Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health.
_Canadian Psychology/Psychologie Canadienne_,
_49_(3), 182–185.
[https://doi.org/10.1037/a0012801Links to an external site.](https://doi.org/10.1037/a0012801)
1. reinforcement of respectful communication. The manager should have established norms around conflict resolution and professionalism, making it clear that public disputes and gossip were unacceptable.
2.
**Proactively Intervene in Conflicts**: Instead of waiting for issues to escalate, the manager could have initiated mediated conversations between the conflicting parties. As White (2018) suggests, neutralizing negativity involves addressing it early and directly, while remaining impartial.
3.
**Foster a Culture of Accountability and Recognition**: McQuaid (2019) notes that when employees feel acknowledged and supported, they’re less likely to engage in destructive behaviors. The manager could have implemented regular feedback sessions, peer recognition programs, or team-building efforts to shift focus from interpersonal conflict to collaboration.
4.
**Educate Staff on Emotional Intelligence**: Training on self-regulation and interpersonal dynamics would empower employees to manage their responses more constructively. As emphasized in the
_Reality-Based Leadership_ (2017) video, drama often stems from unproductive thinking and assumptions—both of which can be minimized through reflection and awareness.
Ultimately, the manager’s responsibility is not just to maintain productivity but to shape a psychologically safe culture where issues are addressed openly and respectfully. A drama-free workplace isn’t one without conflict, but one where conflict is navigated constructively. Through intentional leadership, proactive communication, and accountability, managers can transform toxic dynamics into opportunities for growth and cohesion.
**References**
Agarwal, P. (2018, August 29).
_How to create a positive workplace culture_. Forbes.
[https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/Links to an external site.](https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/)
McQuaid, M. (2019).
_Is workplace drama wearing you down?_ Psychology Today.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Reality-Based Leadership. (2017, March 16).
_What is drama in the workplace?_ [Video]. YouTube.
[https://www.youtube.com/watch?v=4_57hBiOldwLinks to an external site.](https://www.youtube.com/watch?v=4_57hBiOldw)
Taylor, B. (2020, February 17).
_Don’t let negativity sink your organization_. Harvard Business Review Digital Articles, 2–4.
Wakeman, C. (2018, June 13).
_Identifying where drama comes from and why_ [Video]. YouTube.
[https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)
White, P. (2018).
_Neutralizing a negative workplace: Understanding and dealing with negativity at the office_.
_Personal Excellence_, 23(4), 19–20
## image1.png
**## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx**
Week 3 Discussion Response
Managing People and Promoting Collab
Colleague 1
Lauren Adkins,
The Consequences of Passive Leadership
Two strong performers in a medium-sized marketing firm began fighting, and their conflict became open and hostile. Instead of speaking up, the manager opted to stay quiet since he didn’t want difficulties. Because the leadership was not involved, the company's drama worsened, causing gossip and cliques to grow. As McQuaid (2019) points out, if team tension is not handled well, it can lower the team’s spirit and bring down their involvement.
Because the manager was inactive, an unhealthy environment formed in the workplace. According to Cy Wakeman's (2018) ideas on emotional waste, they chose not to act and instead allowed destructive behaviors to continue. An effective way would have been to mediate first, then clearly repeat the required behavior standards, matching the company’s values.
Managers should ensure an open communication environment to enhance their leadership (Edmondson, 2018). Also, developing emotional intelligence allows leaders to notice and manage tension among team members when it starts (Goleman, D. 2006). If a team wants to function well without dramas, it needs leaders who are emotionally intelligent and take the first step.
References
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman. Psychology Today.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down\
Links to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Cy Wakeman. (2018, June 14). Identifying where drama comes from & why [Video]. YouTube.
[https://www.youtube.com/watch?v=5uX2ZG1SIHk\
Links to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)
Edmondson, A. C. (2018). The Fearless Organization: Creating psychological safety in the workplace for learning, innovation, and growth.
[https://ci.nii.ac.jp/ncid/BB2750129X\
Links to an external site.](https://ci.nii.ac.jp/ncid/BB2750129X)
Goleman, D. (2006). Emotional Intelligence. Bantam Books, New York, 352 p. – References – Scientific Research Publishing. (n.d.).
[https://www.scirp.org/reference/referencespapers?referenceid=2787547\
Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=2787547)
**Colleague 2**
**Alexis Rubin,**
**Micromanagement as a Catalyst for Workplace Drama**
In a growing tech startup, the team leader’s way of managing things led to stress in the workplace. Even with top-notch workers on board, the manager preferred to monitor all the details and constantly change and correct work without being asked in forums. First, many considered the behavior comprehensive; it later turned into something that frustrated and distanced people. Staff started talking behind others’ backs, created groups apart from the rest of the team, and stayed far from management, as explained by Wakeman (2018).
McQuaid (2019) states that drama often results when people feel their freedom is limited and things are not expected of them. As a result of that manager’s actions, both problems arose. They did not make people feel safe and responsible, but drove people to feel anxious and stressed. Doubting one’s decisions so much eventually caused a decrease in motivation, teamwork, and creativity.
Managers should try to implement principles of transformational leadership, especially by empowering their teams, coaching them well, and helping them achieve their goals (Bass & Riggio, 2006). Encouraging staff to be responsible for what they do would create a stronger bond of trust and bring down unproductive tensions. Moreover, if we take a self-determination theory approach, which stresses autonomy, competence, and relatedness, the team can experience more psychological safety (Deci & Ryan, 2008).
Letting the team lead and taking part only when there is a good reason makes leaders appear confident. Reducing micromanagement means handing out authority and removing the feelings that make drama worse.
**References**
Cy Wakeman. (2018, June 14).
_Identifying where drama comes from & why_ [Video]. YouTube.
[https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)
McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
_Psychology Today_.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
_Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. New York, NY: Psychology Press. – References – Scientific Research Publishing_. (n.d.).
[https://www.scirp.org/reference/referencespapers?referenceid=3007266Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=3007266)
Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health.
_Canadian Psychology/Psychologie Canadienne_,
_49_(3), 182–185.
[https://doi.org/10.1037/a0012801Links to an external site.](https://doi.org/10.1037/a0012801)
1. reinforcement of respectful communication. The manager should have established norms around conflict resolution and professionalism, making it clear that public disputes and gossip were unacceptable.
2.
**Proactively Intervene in Conflicts**: Instead of waiting for issues to escalate, the manager could have initiated mediated conversations between the conflicting parties. As White (2018) suggests, neutralizing negativity involves addressing it early and directly, while remaining impartial.
3.
**Foster a Culture of Accountability and Recognition**: McQuaid (2019) notes that when employees feel acknowledged and supported, they’re less likely to engage in destructive behaviors. The manager could have implemented regular feedback sessions, peer recognition programs, or team-building efforts to shift focus from interpersonal conflict to collaboration.
4.
**Educate Staff on Emotional Intelligence**: Training on self-regulation and interpersonal dynamics would empower employees to manage their responses more constructively. As emphasized in the
_Reality-Based Leadership_ (2017) video, drama often stems from unproductive thinking and assumptions—both of which can be minimized through reflection and awareness.
Ultimately, the manager’s responsibility is not just to maintain productivity but to shape a psychologically safe culture where issues are addressed openly and respectfully. A drama-free workplace isn’t one without conflict, but one where conflict is navigated constructively. Through intentional leadership, proactive communication, and accountability, managers can transform toxic dynamics into opportunities for growth and cohesion.
**References**
Agarwal, P. (2018, August 29).
_How to create a positive workplace culture_. Forbes.
[https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/Links to an external site.](https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/)
McQuaid, M. (2019).
_Is workplace drama wearing you down?_ Psychology Today.
[https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)
Reality-Based Leadership. (2017, March 16).
_What is drama in the workplace?_ [Video]. YouTube.
[https://www.youtube.com/watch?v=4_57hBiOldwLinks to an external site.](https://www.youtube.com/watch?v=4_57hBiOldw)
Taylor, B. (2020, February 17).
_Don’t let negativity sink your organization_. Harvard Business Review Digital Articles, 2–4.
Wakeman, C. (2018, June 13).
_Identifying where drama comes from and why_ [Video]. YouTube.
[https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)
White, P. (2018).
_Neutralizing a negative workplace: Understanding and dealing with negativity at the office_.
_Personal Excellence_, 23(4), 19–20
## image1.png