By Demetris Ergatoudes*
I used to think the word "clique" was uniquely Cypriot, although the phenomenon certainly is not. I was surprised not to find the term in Cypriot dictionaries. Instead, I found it in Professor George Babiniotis' Dictionary of Modern Greek, which defines a clique as:
"A clique is: 1. A small group of people who act in a coordinated manner, offering mutual support and favours in order to secure their interests and self-serving objectives, often at the expense of the common good and through unfair or unlawful means. 2. Any small group formed from members of a broader community on the basis of common objectives or views."
The workplace environment
In the workplace, cliques can emerge because of differences between:
• Departments
• Employees
• Employees' interests
Cliques may also develop because of:
• Management style
• Organisational politics
• Employees' backgrounds
The causes
Many factors encourage the formation of cliques at work. One of the main causes is poor communication. When employees or departments fail to communicate effectively, misunderstandings and mistrust can develop.
Another factor is competition among employees, particularly when promotions, rewards and recognition are at stake. In such circumstances, employees may begin prioritising their own interests over the goals of the organisation.
Cliques can also arise from cultural and social differences. Employees of different ages, educational backgrounds and cultures often gravitate towards one another. In some cases, favouritism by managers encourages clique formation as employees feel unfairly treated or excluded.
Different types of cliques
Cliques can take many forms.
Departmental cliques emerge when departments compete rather than cooperate.
Social cliques develop when employees form groups based on common interests and exclude colleagues whose interests differ. Those left out often feel isolated, affecting workplace harmony.
Ideological differences can also create divisions when employees disagree with organisational policies, management decisions or working methods.
Other cliques are formed around political beliefs or age groups.
Impact on morale
One of the most significant consequences of workplace cliques is declining employee morale.
Excluded employees often lose motivation and feel disconnected from their work. Workplace tensions increase stress and anxiety, reducing overall job satisfaction.
Cliques also undermine trust among employees. When groups compete with one another, workers become reluctant to share ideas or collaborate openly with perceived rivals. As a result, innovation and creativity suffer.
Employees become more focused on internal disputes than on organisational goals. Over time, this unhealthy environment can lead to higher levels of absenteeism and staff turnover.
Impact on productivity
Unsurprisingly, cliques also affect organisational productivity.
Because groups do not cooperate effectively, delays, communication breakdowns and poor decisions become more common. Instead of directing their energy towards achieving organisational objectives, employees expend effort on conflicts and misunderstandings.
Workers may become reluctant to support one another, damaging productivity further.
In extreme cases, workplace divisions can turn hostile, with competing groups actively undermining one another.
Customers often notice a lack of coordination, which can damage an organisation's reputation.
Unchecked clique formation can ultimately harm both effectiveness and profitability.
The role of leadership
Leadership plays a decisive role in preventing and managing workplace cliques.
Important preventive measures include fairness, transparency and open communication. Leaders should respect and value all employees regardless of their background or position.
Managers should encourage teamwork and create opportunities for cooperation across groups and departments.
Relationships are strengthened through joint meetings, shared activities and participation in common projects.
Conflicts should be addressed promptly before they escalate and become entrenched.
Organisations achieve greater cohesion when managers listen to employee concerns and promote inclusion.
Communication as the antidote
The most effective defence against workplace cliques is clear and honest communication.
Organisations should encourage employees to express their views respectfully and remain open to feedback. Effective communication prevents misunderstandings and builds trust between groups.
Technology can also support these efforts, particularly for employees working remotely.
Video meetings, collaboration software and regular updates help employees remain connected to the organisation and informed about developments.
Training employees in communication and conflict resolution can also be beneficial.
Diversity and inclusion
Diversity and inclusion can help prevent clique formation.
When employees feel accepted and respected by both the organisation and their colleagues, they are less likely to organise themselves into exclusive groups.
Organisations should embrace cultural differences and provide equal opportunities for all.
Workplaces that promote inclusion encourage employees to learn from one another and appreciate their differences.
Training programmes focused on diversity help reduce prejudice and stereotypes.
By strengthening mutual respect, organisations can build stronger relationships and create a more positive work environment.
Building a culture of collaboration
One of the strongest defences against clique formation is a culture of collaboration.
Organisations should focus on shared goals rather than individual or departmental interests. Employees need to understand that success comes through cooperation and collective effort.
Reward systems should encourage teamwork rather than unhealthy competition.
Encouraging discussion of differences and resolving disputes constructively also contributes to a healthier environment.
A culture of success strengthens unity among employees and improves organisational performance.
Conclusion
Workplace cliques can damage employee relationships, morale and organisational performance.
Their causes typically include poor communication, competition, cultural differences and weak leadership.
Preventing clique formation requires strong leadership, open communication, inclusion, diversity and teamwork.
Unity among employees remains a fundamental prerequisite for the long-term progress and success of any organisation.
*Demetris Ergatoudes is a Fellow of the London Institute of Bankers and a founding member of the Cyprus Institute of Financial Services and the Cyprus Human Resource Management Association.
