Part I The Four Stages of Toxicity
In this Part, we explore two critical drivers that slowly change the cultural norms and embed toxicity in organizations: ‘Cognitive Dissonance’ and ‘Normalization of Deviance’. Likened to the ‘boiling frog’ analogy, these drivers embed slowly and deeply over time.
Chapter 1 explores the meaning of and difference between positive and toxic workplace environments. We examine the key levers that drive culture change, such as performance pressures; the behaviours of leaders and supervisors (the role models); performance management; and people, policies, and processes, and we look at how these levers can reinforce a dysfunctional climate. Chapter 2 explores the Normalization of Deviance, ...
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