Conditions for the development of organisational games

The purpose of the article is to show the causes, manifestations and mechanisms of development of selected constructive and dysfunctional organiz ational games. The text is based on qualitative research carried out in the form of partially structured interviews. This choice of method was a consequence of the aim and object of the study. Learning about organizational games requires very close, sometimes even informal, contact with respondents. It would be very difficult to achieve this by using quantitative methods, which, by definition, narrow the scope of research. Organizational games are a common, although difficult to identify, phenomenon. An organisational game may be initiated for different reasons, and the game itself may have various consequences. Globalization and uncertainty additionally accelerate the creation of games. The article briefly presents the concept and influence of organizational games on the functioning of an organization. The research allowed to identify the most important preconditions for the emergence of organizational games, as well as selected factors and mechanisms that make the games dysfunctional. The study identified some dysfunctional organizational games such as: scapegoating, making a good impression, the illusion of taking charge, forming coalitions, cost shifting, and more. The most important reasons for initiating the games were, among others: seeking formal power or informal influence, the desire to influence change, the improvement of material status, avoiding duty, and defense of one's own position.