However, when debate becomes an attack that is intended to belittle or undermine, it has the opposite effect. Besides diminishing morale and productivity, unhealthy competition plays on a micro level that causes a lack of focus and encourages segregation amongst both individuals and groups.
The difference between these two is very prominent when looking at individuals versus teams. When teams are competing for bragging rights to a sales number or turn-around time, it promotes a healthy and driven work environment. When individuals however compete with each other for the same accolades, it can often turn destructive because it usually has the added incentive of a top client, financial reward or promotion. It also opens up the possibility of more aggressive employees climbing the corporate ladder while less competitive, though equally competent ones, are left with lesser opportunities, worse clients and ultimately, diminished job satisfaction.
So should hard work and ambition not be rewarded? Should those excelling at what they do not reap the benefits of higher income and prestige? Of course, they should but aggressive competition should be eliminated in favour of healthy competitiveness that promotes trust and support across an organisation, instead of destroying it. Finding an elegant solution then to unhealthy competition, that will benefit both the resolute and the demure employee, poses a challenge in the modern workplace.
One way of resolving this would be a distributed leadership model that empowers every individual to be an intrapreneur in their own role, creating flow and increasing profit for the individual as well as the organisation. This is a successful model but it might still leave the less bold behind. While a business is not a charity, there to support the weak and strong without prejudice, all members of an organisation should receive equal opportunity in their specific field, regardless of their ability to be a money-generating entity.
This is where the importance of a profiling system for individuals within an organisation comes in. Every person has their own set of unique skills - some people are born to connect with others and network while others are less social but really get excited about improving systems. Einstein said, "Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid."
Understanding suitable roles for every individual within an organisation eliminates unwanted competition between competing egos and gives everyone the opportunity to shine in their field. Ego is a necessary part of success, it is what drives us and makes us want to perform better but it should be directed correctly: to benefit the team and company as a whole, not only the individual.
Organising employees into constructive teams, where different skills sets complement each other instead of compete with each other, not only removes the opportunity for unhealthy competition, it also creates healthy debate, support and accountability throughout an organisation.
So do not get rid of competition altogether, but make it a team sport rather than a boxing match.
