Navigating Workplace Fear

Based on real-life experiences of workplace fear, one of our consultants explores the complex role of fear in organisations, challenging the assumption that it always indicates poor management. When does fear support, and when does it undermine, organisational effectiveness?

In organisational settings, fear is typically viewed as a barrier to innovation, transparency, and collaboration. But what if fear has a more complex role, woven into the structure of the organisation itself? Sometimes, fear supports operational effectiveness, reinforcing the structure that guides decision-making. In other cases, fear corrodes healthy structures, compromising integrity and weakening long-term effectiveness. Understanding this dual nature of fear reveals a nuanced management challenge.

The Personal Enterprise: Fear of Initiative

In a “personal enterprise,” the organisation revolves around a central figure—typically the CEO—who acts as both visionary and operational driver. Here, fear can reinforce the structure. Take Mr. Bulumko, a senior executive who hesitates to act independently, fearing the CEO’s disapproval. Although he privately resents the CEO’s control, he avoids initiative unless explicitly directed, aligning his actions closely with the CEO’s vision.

In this case, fear isn’t purely negative. It supports the organisational structure by preventing deviations from the central authority’s intent. For a personal enterprise, where the CEO’s decisions set the tone, cautious alignment may be wise. Coaching Mr. Bulumko to challenge the CEO might not benefit him or the organisation; only when the CEO is ready to embrace shared initiative would this change be safe or constructive.

The Programmed Machine: Fear of the Trade Union

In contrast, fear can undermine structure in a “programmed machine” organisation, where processes are routinised and union influence is strong. Mrs. Mfihlo, a middle manager, controls standardised processes but is paralysed by fear when union issues arise. Concerned about potential backlash, she refrains from sharing essential information on union agreements, hindering transparency and blocking effective management.

Here, fear doesn’t support structure; it erodes it. Mrs. Mfihlo’s reluctance to communicate openly creates operational silos and impedes decision-making. Over time, this secrecy weakens the organisation’s cohesion, reducing its ability to manage change effectively.

Fear as a Complex Organisational Force

The cases of Mr. Bulumko and Mrs. Mfihlo show that fear isn’t one-dimensional—it can either support or undermine organisational goals. For managers and consultants, this dual nature of fear presents a unique challenge. Rather than viewing fear as something to eliminate outright, consider whether it is helping or hindering the organisation’s success.

• Supporting Structure: In some cases, fear aligns employees with central authority, as seen with Mr. Bulumko in the personal enterprise.
• Eroding Structure: In other cases, fear obstructs openness and trust, as seen in Mrs. Mfihlo’s reluctance to share union information, ultimately weakening organisational effectiveness.

Recognising fear’s structural role enables a more balanced approach. Rather than treating fear as uniformly negative, we can evaluate its function within the organisation. By understanding and addressing the roots of workplace fear, leaders can foster a resilient culture—one where fear, if present, aligns with and strengthens organisational goals rather than working against them.

Although fear might always be rational – can it be thought of as a healthy and useful emotion even in organisational settings?