blemish managers destructive game

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DOI: 10.1177/0258042X0703200304 2007 32: 321Management and Labour Studies

K.V. Krishnankutty and V.A. SanthoshBlemish Manager's Destructive Game

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Blemish Manager's Destructive Game

K.V. Krishnankutty tSanthosh V.A. t

Blemish, a mark of imperfection by dictionary meaning is a game playedpsychologically which has its source from much petty dissension in everydaylife of human beings. As like any other psychological game this also leadsthe person through a series of complementary ulterior transactions to awell-defined predictable outcome. A manager who acts as a key person inorganisational development is often seen blaming his subordinates and co-workers thereby leading them to a disengaged status. Manager's suchbehavior is attributed to various theories in OB. TIlls article critically analysesthose theories 'and introduces the concept of Blemish for the reader tocreate an understanding of it and identify the real gimmick behind such abehavior.

Introduction

Manager decides the destiny of anorganisation. The overall performance ofany workplace can be attributed to theskilled performance and managerialexcellence of the manager and howeffective he is in managing his employeesand making them satisfied and motivatedin their job. Various research studies haveproved the importance of managerialexcellence in employee satisfaction and inturn the performance of an organisation.

t K.V. Krishnankutty is a Professor of Operationsand Systems in the Department of BusinessAdministration at the College of Engineering,Thiruvananthapuram.

t Santhosh V.A. is a Lecturer at the TKM Instituteof Management Kollam.

MANAGEMENT & LABOUR STUDIES

If we come across a dissatisfiedemployee in a workplace, the role of themanager/ supervisor in creating thedissatisfaction cannot be neglected as inmany organisations one major reason foremployee dissatisfaction is not money orbenefits but poor management andmanagers. There have been many caseswhere the employee moves from oneorganisation to another and makes theattrition rate of his workplace highbecause he is not satisfied with hisimmediate supervisor/manager. Otherswho are not in a position to make amove may surge their voice against themanager, wait for a change in the systemor even may neglect and continueworking in the same situation. Irrespectiveof what decision they take, the

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organization gets affected in its overallperformance.

In an organisation normally we seemangers finding fault in others andindulge in destructive criticism (Baron andGreenberg, 2005: 417), which is anegative feedback towards hissubordinate that angers the recipientinstead of helping him or her do the jobeffectively. In a work place manygrievances arise due to this break ofrelationship between the manager and hissubordinate. Dealing with this problemfrom the desk of a grievance committee,the conclusion may depend upon thematerial evidences produced by both theparties and also in accordance with thesituation. That too in many cases this kindof relationship may not come up as agrievance to be addressed and solved butas a hidden psychological break, whichremains in midst. A research conductedby Corporate Leadership Council foundthat employees who said, they planned toleave their jobs, was because managersacted as if they did not value theemployees, and not even listen to theiropinions (Lilienthal, 2000). It is also saidby Marcus Buckingham and CurtCoffman in their book First Break Allthe Rules, that people don't leaveorganisations; they leave managers (Simonand Schuster, 1999). The exceeding limitof job hopping in today's new agecompanies is also the result of the kind oftreatment and supervision they get fromtheir superiors. A study published byGallup Organisation states that poor .'management leads to disengagedemployees, which results in decreased


productivity and higher rates of turnoverand also' the cost of turnover for aposition ranges from 50 to 150 percent ofthe position's annual salary. (CeridianCorporation, 2005).Theoretical Perspective

Positively taken a manager's negativeattitude towards a subordinate is justifiedas of a poor selection of subordinatemade by the recruitment board, and alsothe result of the kind of culture prevailingthere, and a rational attempt made by themanager in order to improve theperformance of his subordinate. But inmany cases this may not be the situation.

Various theories can be attributed to,manager's attitude towards theirsubordinates and also to -their peers,where some are explained below.

Social Perception: Managers negativebehaviour towards a subordinate can begenerally attributed to the theory of SocialPerception (Baron and Greenberg, 2005:39), where a manager attempts to form ameaningful picture about his subordinatesand treats him accordingly aftercombining, integrating and interpreting theinformation he gets from various sources.Here the manager's perception of asubordinate is dependant upon theinformation he gets and its credibility. Thesocial perception process is so automaticand natural - and normally the managerswould- not even be aware that it ishappening within them. It is again a partof perception, which is a uniqueinterpretation of a situation (Luthans,1998: 101). The controlling device in this



Blemish Manager's DeslrNclive Game

concept is the information that is availableto the manager from the society forinterpretation.

Attribution: The kind of behavior froma manager, can more specifically, be a partof attribution theory as according toHarold Kelley, a cognitive process bywhich an individual interprets behavior asbeing caused by certain parts of therelevant environment (Luthans, 1998: 183)and further interpreted to DispositionalAttribution (Rathus, 1990: 613) ascribing aperson's behavior to internal factors andSituational Attribution (Rathus, 1990: 613)ascribing towards external factors.

Prejudice: In a different sense we can callthis criticism made by the manager apouthis subordinate as his prejudice, which canbe defined as negative attitude towardsthe members of specific groups, basedsolely on the fact that they are membersof a particular group (Stephan, 3rdEdition: 599). There are managers whohave certain prejudices about otherpeople, that they might have got fromtheir past experiences, and they alwayshinges upon those beliefs and behaveaccording in their professional andpersonallifes. This prejudice, which is anattitude, may lead to discrimination, abehavior consistently followed with aprejudicial attitude. This prejudice canbring unnecessary friction on worksituation and harm the smoothrelationship among people working there.Prejudice may also have adverse effects onthe careers of people who are the targetsof such attitude. (Baron and Greenberg,2005: 168). The devastating effect of


prejudice is that its impact does not endwithin the person or victim who istargeted by the prejudiced but goesbeyond the boundary and affects otherpeople also who have some kind ofcommon portfolio or background. Thisconcept has been called co-victimization(Solomon, 1992: 30). Prejudices can bebased on age, physical condition, gender,sexual orientation, race and national origin,religion and the like (Baron andGreenberg, 2005: 170).LMX Model: The Leader MemberExchange Model (LMX) (Trandis,Dunnette and Hough, 2nd Edition: 415)which says that managers form differentrelationship with various subordinatessuch as In-group and Out-group wherethe manager supports his subordinate inthe former and disfavours the subordinatein the latter and their nature can exertstrong effects on subordinates'performance and satisfaction. Researchhas supported the fact that managersfavour members of the In-groups. Forexample one study found that supervisorsinflated the ratings of poorly performingemployees when these individuals weremembers of the In-group but not whenthey were members of the Out-group(Duarte, Goodson and Klich, 1993: 239).Researches have also proved that In-group members are more satisfied withtheir job than Out-group members(Deluga and Perry, 1991: 239). They areless likely to resign from their jobs (Ferris,1985: 777) and they tend to get morementoring from their superiors than theOut-group members (Scandura andSchriesheim, 1994: 1588).



Blemish Manager's Destructive Came

Identity Theory: Such behaviour canalso be the result of Identity Theory(Baron and Greenberg, 2005: 40) wherea person forms a perception abouthimself and others based on his uniquecharacteristics called the Personal IdentityTheory (Baron and Greenberg, 2005: 40)and his membership in various groupscalled the Social Identity Theory (Baronand Greenberg, 2005: 40) and uses thisperception in treating his subordinates andpeers. There are also stereotype managerswho believe that all members of specificgroups share similar traits and are proneto behave in the same way (Baron andGreenberg, 2005: 40) which is explainedin detail below.

Stereotyping: An important study to bedetailed in this field is the thought that,why do we categorise all people into asingle group and hold a single perceptioneven though we know that all peopleshowing similar traits needn't be labelledinto a singe stream? The answer residedin the fact that people tend to do as littlecognitive work as possible when it comesto thinking about others (Srull and Wyer,1988). In many of the situations thesestereotyping can be very costly to itsvictims - literally. A recent study by theNational Bureau of Economic Researchconducted over a 10 year period foundthat white women who were overweightby an average of 65 pounds earnedhourly wages that were on average, 7percent lower than their non overweightcounterparts (Business Week, 2001, Jan: 28)- an impact of stereotyping.


Perceptual Biases: Certain biases canalso be attached to this behaviour such as'Fundamental Attribution Error' (Burger,1991: 182) where the manager tends tobelieve a persons behaviour due tointernal causes rather than external causesi.e., as it is due to the way they are. The'Halo Effect' (Murphy, J ako and Anhalt,1993: 218), another perceptual bias iswhere he perceives person's behaviour onthe basis of one trait, which wouldoverride all other traits in forming theperception of a person. A comprehensivereview of the performance appraisalliterature found that halo effect was thedependent variable in over a third of thestudies and was found to be a majorproblem affecting appraisal accuracyaohn Bernardin J and Peter villanova,1986: 45,53). The 'Similar To Me Effect'(pulakos and Wexley, 1983: 129) is a biaswhere people perceive more favourablyothers who are similar to themselves thanthose who are dissimilar. Researches havealso shown that when superiors rate theirsubordinates, the more similar the partiesare, the higher the rating the superiortends to give. There is also relevance inperceptual biases such as 'SelectivePerception' (Dearborn and Simon, 1958:14) where individuals focus on certainaspects of the environment while ignoringothers and the 'First Impression Error'(Baron and Greenberg, 2005: 47) wherethe judgement is based on the firstimpression of that individual rather thanhis performance.

Even though a manager's behavior can beput under many theories, and can be



Blemish Manager's Des/T'Nctive Game

proved with many research findings inthe area of human behavior, a leader/manager blaming his subordinates orpeers and with almost all his subordinatesand peers, especially whom he meets forthe first time and whose impression hasnot been formed in that workplace, thattoo consistently, without much reason toexplain and the environment also playinga least role, can be undoubtedly assignedto be having played a psychological gameThe Game of Blemish (Berne, 1964: 112).Game: An Overview

Game, according to Eric Berne is "anongoing series of complementary ulteriortransactions, progressing to a well-defined,predictable outcome, which is a recurringset of transactions, often repetitious,superficially plausible, with a concealedmotivation, or more colloquially, a seriesof moves with a snare, or 'gimmick'"(Berne, 1964: 112). The term game shouldnot mislead, as some kind of fun orenjoyment but a very serious transactionleading to serious results. The maincharacteristic of a game is that thetransaction, which is an exchange ofcommunication, always brings in a payoff, (Stewart and Joines, 1987: 332) anexpected and well-directed dosing scene,and is ulterior (Stewart and Joines, 1987:65) where along with a socially acceptedmessage communicated between theparticipants, another hidden psychologicalmessage is also moved.

All games have their origm in thechildhood of an individual in which someof the games can be observed and


identified even in the group of four yearolds. Even in a person's childhood daysit is said that he prepares his own lifeplan and would live in such a way that heachieves his plan. This life plan is fixed byan individual based on the kind ofparental care he receives, the environmenthe lives during his childhood and aboveall and most importantly, the self decisionthe child takes on his life plan. This self-decision varies from child to child eventhough they are from the samebackground and get the same parentalcare. After making this life plan, the childcontinuously brushes it up during hisadolescent stage and is ready to play hisstory through his life time, intending toreach the end that he would have alreadydecided. From the kind of life plandecided in the childhood state, the persongrows up whereby taking an ulterior pathwhere the real feeling is not expressed.

Game: A Structural Analysis

In simple words, whenever the kind ofinteractions, made during our life,continuously gives us a bad feeling, whichwe normally don't expect, can beattributed to a game. Just like any othergame, this psychological game is alsoplayed according to predetermined rules(Stewart and Joines, 1987: 231). Asdescribed by Eric Berne about a game"If someone frankly asks for reassurance,and gets it, that is an operation which isa set of transactions. If someone asks forreassurance and after it is given, turns it insome way, to the disadvantage of thegiver that is a game" (Berne, 1964: 48).Eric Berne also has classified games into

Vol. 32 No.3. August 2007



two-handed game (Berne, 1964: 63)where two people participate, three-handed games (Berne, 1964: 63) wherethree people participate and many-handedgames (Berne, 1964: 63) where as manynumber of people can participate. Alsogames can be, according to Eric Berne,First Degree Games (Berne, 1964: 64)which is acceptable to the social circle,Second Degree Games (Berne, 1964: 64)which the player would like to keep awayfrom the society and Third DegreeGames (Berne, 1964: 64) which invites adrastic payoff, as in Berne's own language,end up in a Surgery, a Court Room orthe Morgue (Berne, 1964: 64). Manynumber of games played by differentkinds of people on different occasionshave been identified. The search for newgames played is in progress even today.This search, has given way to discoveryof many number of new games also. Butstill it is said that considering thecomplexity of the human mind, extractingall the games that people play, would bea Herculean task. Eric Berne has listedout games in various categories such asLife games, which is played in ordinarysocial conditions, Marital games, played infamily life, Party games, played along withsocial transactions, Sexual games, playedto get payoffs from sexual impulses,Underworld games, played by peoplewith criminal background, ConsultingRoom games, played by professionals ina therapeutic situation, and Good gameswhich can be called good becauseinvolve a sense of social obligation by the


player even though accompanied by anelement of exploitation. Under eachcategory many number of games havebeen iden tified which people play to getthe desired payoff.

Game Formula

A game follows the rules of Formula G(Berne, 1972: 25) as explained by EricBerne. The formula goes through sixstages.

IC +G =R ---. S ---. X ---. p IHere C stand of Con, the invitation madeby the person to the othes for playing thegame, G for Gimmick, the weaknesswithin the second to accept the invitation,R for Response, responding as per thefirst persons wish which includes a seriesof transactions which may last for asecond or even go for years, S forswitch, changing the ego state andposition by those involved in the game toget the payoff, X for Crossup - themoment of confusion caused as a resultof switch and finally P for Pay Off, thesurprise feeling / outcome or end result.

Life Position

A game is also played by a person inorder to justify his life position, whichagain is a state of the mind that he formsfrom his childhood as if he is in an 'OKPosition' or 'Not OK Position' and alsoperceives others to be in 'OK Position'or 'Not OK Position', which generallystates the acceptability of self andaaceptability by the society. A child born



BI,mish Manag,r's DUlnlctiv, Gam,

in this world is with I am OK - You areOK position accepting self and othersbut even within the initial treatment hegets from his parents, the basic state getschanged. People play games based ontheir life positions like, those who are inI am OK - You are not OK position,put others down and hold the position ofOK (e.g., Now I got you... (Berne, 1964:85) and those who are in I am not OK- You are OK, put themselves down andhold the position of Not OK (e.g., Kickme... (Berne, 1964: 84). A game is actuallya defence made by a person to get relieffrom his position of OK or Not OK. Agame can also be defined as a habitualdysfunctional method of obtaining Stroke(Berne, 1964: 7) a recognition given byone person to another but in an ulteriorway. The person achieves this recognitionfrom society in the name of strokethrough the game he plays and ultimatelysignifies his position of OK or Not OK.

A Brief Illustration

An example would give more clarity ofwhat a game is. This example is of aTwo Handed Life Game, which fits intothe category of First Degree. Here theperson holds the position of Not OKand puts himself down. Jim criticised thedress of his wife when they are about togo for a movie. His wife who doesn'tlike to hear that, gets into a quarrel withJim and scolds him as much as possible.This kind of quarrelling happens in Jim'shouse quite often. Every time the quarrelends up in such a way that Jim gets a lotof scolding from his wife and their


relationship stands broken for manynumber of days. The reason for theirquarrel is somewhat same where Jimdoes something, which his wife doesn'tlike. We can attribute such a situation ofcontinuously getting scolding from hiswife and that too for somewhat a similarreason that Jim is playing a game of 'KickMe' (Berne, 1964: 84). As from the firstquarrel with his wife itself Jim could haveused his rational mind and understandthat his wife doesn't like criticising herdress when she is about to leave thehouse and could have avoided it in theirfuture life. But Jim acted in such way thathe doesn't know about it and repeats thesame whereby he gets the Kick. Here Jiminvites his wife to quarrel, his wife falls inthat invitation and as per Jim's wish, theychange their position and get the intendedPayoff and thereby follow the FormulaG principle. Why this happens? DuringJim's early stage of childhood, as a resultof parenting, environment, and the self-decision he himself made, decided upona life plan, which is negative. He wantsnot to be responsible in life, expectsothers to believe him as non-competentwhich again reinforces his non-responsibleposition and also expects to recreate hisparental love by getting sympathy ofothers. For getting all these payoffs Jimrelates to his friends and relatives in sucha way that he gets rejected/hurt. He usedto behave and invites others to kick himso that he gets sympathy and gets out ofresponsibility. After playing the game of'Kick Me', socially, he convinces his mind



Blemish Manager's Destruaio Game

and others showing his innocence with aquestion 'Why does this always happen tome.' Also the wife ofJim may be playinganother game simultaneously as of "SeeWhat You Made Me Do" (Berne, 1964:88) to get away from the blame ofscolding her husband and justifies the kickshe gave to her husband.

The Game of Blemish: Introduction

As per the dictionary meaning Blemish issomething that spoils a person'sreputation or good record. The Game ofBlemish also goes with the samemeaning. The game is played from aperson's depressive childhood position of'I am No Good', which will betransformed into 'They are No Good'and the player tries to prove it. The playerplaying this game in life is socially in theposition of I am OK -You are Not OKas he tries to prove the Not OK'ness ofthe victim and thereby reinforces hisOK'ness in front of others. Thisreinstatement of OK'ness before society,socially, is again to protect his authentic 'IAm No Good' childhood position,which he finds difficult to reveal, beforethe society he lives in considering hisposition that has already been formed. Inorder to achieve the goal, the player willformulate strategies and plans in his life,including others in the game, whom hemeets in his life. A Blemish player willnever be satisfied and feels comfortablewith a new person he meets in his lifeuntil he has proved a blemish in him.Through the game the player points outother people's faults and enhances theirown image. The reasons the player findsto put the blame on the others will be


silly and childish. Quoting an examplefrom Eric Berne he mentions about aman who had held some responsibleposition in the Foreign Service of hiscountry told an audience that anothercountry was inferior because, amongother things, the men wore jackets withsleeves that were too long (Berne, 1964:113). From this example we canunderstand the kind of behavior shownby the player. The player, through thegame gets an advantage of protecting hisown blemishes before others and societyand also makes the victims against himthereby avoiding intimacy with theformer. He also gets enough justificationfor the blemishes that he has with himand will gain attention and sympathy fromthe non-participants as the blame is alwayswith others. The player ultimately will beso surprised to be avoided by the victims,as he always blames them and givesnegative strokes, and will switch from theposition of persecutor to victim andreceive the final payoff and state hischildhood depressive position of 'I AmNo Good'.

Blemish in Workplace

This game of blemish, which iscategorized as a Party Game by EricBerne, happens most commonly inworkplace where different kinds oftransactions takes place every day. Theprevalence of people who play this gamein a society itself underlies the importanceand its destructive consequence. Considera manger who blames his subordinate orpeer, a manager within whom a sense ofhappiness is glimpsed when he hears acomplaint about his subordinate or peer,



Blemish Manager's Des/me/ive Game

a manager who gives a certain task to hissubordinate which is difficult for him tocomplete and ends up in a situationwhich proves his inefficiency, a managerwho finds it difficult to accept andappreciate an achievement made by hissubordinate or peer, or consider amanager who actively participates insharing of gossip about his subordinateor peer. Such situations, if observed in amanager, that too quite often, towardscertain people, for reasons of lesserimportance, in a workplace can beattributed to the game of Blemish. Here,when this manager meets with a newperson, be it a subordinate or a peer, getsstimulated with his life position, whichstands hidden before the society. He goeswith a fear and expects the othersdominating him in his area of excellence,be it his professional position, goodwillor friends. He also wants to get rid ofthe responsibility of anything going wrongin his work to keep his position of OKintact. He wishes to be accepted by hissuperior and friends and to retain thecamaraderie he was enjoying in hisworkplace. From this state of mind hebuilds up a position and waits for amoment where he can put the otherperson down. He devices different plans,creatively, in achieving it. As mentionedearlier, he never compromises on asituation that he gets to blame the victim,may be a simple mistake, or even atongue in cheek will be taken negativelyand victimized. The player avoids thecompany of those who praises the victimand joins a friend circle where he gets theopportunity to accuse. Along with giving


a task which is difficult to complete, themanager purposefully avoids givingadvise that may help him to achieve itand also see to it that he doesn't makeany kind of appreciation that makes thevictim happy. The player also goesbeyond these simple and less destructivesteps to prove the blemish of the victimif he sees that the victim is morepowerful to be victimized. In such casesthe player even plans various intricatemazes within the workplace itself so thatthe victim falls in it and proves theblemish himself. These managers can alsoextend their game to be played withother employees in the organisation suchas superior officers, clients, etc. andultimately the player receives the payoffwhich proves the game of blemish.

Blemish: Consequences

These Blemish playing managers are notonly damaging the cordial atmosphereprevailing in a workplace but stands as astimulus in destroying the career of aperson. Another devastating consequencefrom such a game is that it affects themotivation of the employee who is avictim of the game, which in turn affectsthe performance of the organisation. Somanagers coming out of this game, orthe prospective victim's guardingthemselves from their cunning managerwho likes playing Blemish, decides the fateof the organisation they work with.Because it is the manager who has toprovide social support to an employee inthe workplace and by providing that amanger can bring in a big difference injob satisfaction level (Ganster, Fusilier



Blemish Manager's Destruaioe Game

and Mayes, 1986: 102) and thereby theperformance of an organisation.Workplace should be conducive for thepeople working there to share the values,attitudes and philosophies, and suchsharing of values between the workerand manager increases job satisfaction(Meglino, Ravlin and Adkin, 1989: 424).A survey conducted by 'The ManagingWorkforce 2000' found that theemployee gets motivated primarily bygetting recognition in his competenciesand accomplishments and also by gettingrespect and dignity (Hunt and Daniels,homepages.wmich.edu). . Throughproviding respect and recognition amanager can take the employeesperformance standard to any heights andin turn contribute to the organisation forwhich he works. A manager's goodrelationship with the subordinates andpeers will not only enhance theperformance of the latter but would alsoresult in a better level of acceptance andrecognition to the former. Even thoughsuch facts are laid down so significantly,it is unfortunate to see that these are theareas where which a manager, playingBlemish, never appreciates to give, to hissubordinate or peer.


Conclusion

What should an employee do to get anacceptance from such kind of managersplaying the game of Blemish? The simpleanswer is to be imperfect before suchplayers and accept their OK Position. Asbeing imperfect and blindly givingacceptance will not be followed by anyof the employees, it will be really difficultto stop the Game of Blemish. But still anemployee possessing the skill of CreativeIgnorance, refusing to play the role of avictim, getting into an adult contract withrespect to the kind of relationship headheres with the player, performing well,irrespective of the belittling he faces fromthe player, can help the manager playingBlemish to come out of the game cradle.There is a possibility whereby the playerhimself comes out of the game but onlyafter proving the blemish of the victim.Since the Game of Blemish will help theplayer to ward off his childhooddepressive state of mind and his 'I am nogood position' will be held protected aslong as he plays this game successfully, itwould be really difficult for anymanagement of an organisation to createan environment with managers free from'The Game of Blemish' and hence thisgame stands as a challenge in front ofmanagement experts and psychotherapists.




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MA~JAGEMENT &LABOUR STUDIES

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blemish managers destructive game

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