Malfunctions at work: when work breaks down, everything cracks.
Work is a bit like a building: it may look solid from the outside, but be weakened by invisible cracks on the inside. We can speak of dysfunctions at work.
Late-night e-mails. Meeting after meeting with no clear decisions. Goals that change along the way. Sick leave that explodes without the cause being understood.
These cracks may not always be visible, but they undermine collective performance and the mental and physical health of employees.
Repairing work means getting to the root of problems to rebuild solid, lasting foundations.
Malfunctions at work: identifying the cracks
Before repairing, it's necessary to diagnose. In many companies, signs of deterioration exist but go unnoticed or are downplayed.
Find out more about our psychosocial risk audit.
Visible but underestimated signals
These are indicators that are easy to measure, but not always correctly interpreted:
- Increased absenteeism in the same department.
- Turnover is accelerating, especially among young recruits.
- Objectives achieved, but at the cost of recurring conflicts within the team.
- Increased errors and forgetfulness, signs of cognitive overload or intense stress.
Invisible and cultural signals
Some signals are more subtle because they do not appear in KPIs or dashboards:
- Meetings where no one dares speak out, for fear of reprisals.
- Collaborators who seem to be "doing well" but hide inner distress.
- Unspoken words, rumors and a loss of collective trust.
Malfunctions in the workplace: three scenarios where everything can go wrong
Certain dysfunctions can tip an organization towards demotivation, sick leave and loss of performance.
When communication breaks down
A strategic project is announced by a simple e-mail, with no clear explanation.
Employees discover the changes at the same time as their customers.
Result: misunderstanding, mistrust and rumors spread at breakneck speed.
Example of a situation:
In a service company, a merger was announced in a press release on a Friday evening. By the following Monday, several employees were off sick, unable to cope with the uncertainty and anxiety.
Possible solution:
Implement transparent, well-prepared and regular internal communications.
Train managers to answer questions and relay information consistently. When information is lacking, employees replace it with assumptions, which are often negative and anxiety-provoking.
When workloads become unmanageable
In a team, objectives are increasing every quarter, with no additional resources. Days get longer, mistakes multiply and the atmosphere deteriorates. Some end up leaving, adding to the overload of the rest. A vicious circle sets in.
Example of a situation:
In a fast-growing start-up, an employee was hospitalized for burn-out after several months of working 50 hours a week.
Management, focused on results, had never assessed the actual workload.
Possible solution:
Set up collective regulation times, where the team can analyze the workload and adjust priorities. A collaborative tool may suffice to rebalance tasks and avoid chronic overload.
When meaning disappears
When employees no longer understand the purpose of their tasks, everything becomes mechanical and demotivating. Disengagement sets in, sometimes masked by a façade of productivity.
See also our article "Meaning at work: a personal quest and the role of the company".
Case study:
In a large company, a customer service department saw its turnover rate soar. Employees, evaluated solely on call speed, were no longer satisfied with their work.
Solution:
Reconnect the team with the meaning of its mission by co-constructing performance indicators and valuing collective successes, not just numbers.
Repairing work: where to start?
Fixing work doesn't mean piling on "wellness" measures like meditation sessions or table soccer in the break room. These actions do not address the root causes of unhappiness.
Moving from individual to collective reparation
Offering individual support (psychologist, coaching, helpline) is useful, but not enough. If changes are not made at the organizational level, problems are likely to return.
Fixing workplace dysfunction requires collective transformation, involving managers, HR and employees.
Three simple but powerful levers
- Listening: set up a regular discussion forum(Espace de discussion sur le travail), where everyone can express their difficulties and propose solutions.
- Regulate: balance workloads and available resources using appropriate tools.
- Recognize: value efforts, not just results, to maintain motivation and commitment.
The strategic role of HR and management
Repairing workplace malfunctions must be integrated into the company's overall strategy, not managed as an isolated project.
- Put QWL(Quality of Life and Working Conditions) at the heart of strategic decisions.
- Set up precise indicators to monitor progress.
- Train managers to become real players in RPS prevention.
Conclusion: repair today to avoid tomorrow's breakage
Failure to act means allowing the cracks to widen, until they rupture.
As an HR, executive or QHTC manager, you have the power to transform your organization. A simple change can have a major impact on employee health and your company's sustainable performance.
Fixing work means building an environment where well-being and performance are not in conflict, but mutually reinforcing.
