The man, speaking in a calm voice, recounted to Thanh Tam a story that still weighed heavily on his mind. It should have been a beautiful journey – a trip for the entire department to a distant province to carry out social activities, build shelters for the needy, provide breeding pigs to disadvantaged households, and award scholarships to underprivileged students.
In the early stages of planning, everyone was excited. One person was in charge of local connections, another handled finances, and still others prepared the media coverage… The tasks were clearly divided, seemingly just needing to be put together to form a complete picture.
But then, cracks began to appear.
Each person clings to their own work. Information is not fully shared, and even important details are "withheld" as a personal advantage. One person is unaware of another's progress, while the other suspects the first is not doing a thorough job. Exchanges become cautious and distrustful.
There were meetings that dragged on but failed to reach a consensus. Important decisions were delayed, while minor issues were fiercely debated. He realized that the deadlock wasn't due to a lack of competence, but rather a lack of openness.
What saddened him most was what happened during meetings with leaders. When reporting results, instead of acknowledging the collective effort, each person tried to highlight their own contribution. Some unintentionally or intentionally mentioned the shortcomings of colleagues to emphasize their own.
People who once shared lunches, talked about family matters, and supported each other at work… are now distant. Behind each other’s backs, unkind remarks are made.
He told Thanh Tam: "I didn't expect that just one project would reveal so much. We used to be close. But when faced with an opportunity to showcase ourselves, everyone turned into competitors. I'm disappointed, not because the work was difficult, but because of the way people treated each other."
The trip still took place, the gifts were still given, and the houses were still built. But for him, it was no longer a complete joy. Because behind those results was a team that was no longer the same as before.
It's true that the issue of how to maintain unity and cohesion in the workplace is always a concern for employees. His story isn't uncommon. Many teams still "function," but internally there are cracks in trust. And if these cracks aren't addressed directly, they will silently erode the team spirit in the long run.
The first thing to recognize is that competition in the workplace is real, but that doesn't mean you should "keep your cards close to your chest" or belittle others. When individuals view their own success as separate from the collective success, the team loses its cohesive strength. Your work at the company is quite independent, so people don't have much experience with teamwork, and everyone wants to prove themselves. You can proactively be transparent about your work, sharing progress, difficulties, and even areas where you haven't done well. While this initial openness might not be immediately reciprocated, it creates a new standard in communication at your workplace.
Secondly, in meetings, stick to the principle: Talk about the work, not the people. When offering suggestions, focus on solutions rather than personal criticism. If possible, gently reiterate the common goal: everyone is working on something meaningful, not comparing who is better or worse.
He could also suggest transparent practices such as joint reporting, collective recognition, or clear coordination mechanisms.
The fact that he is still troubled means he still cherishes the good values he once had. And that is the starting point for change, so that he will no longer be disappointed.
Source: https://phunuvietnam.vn/dong-nghiep-bong-dung-thanh-doi-thu-238260601142559046.htm
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