The phenomenon of [Viveza Criolla] and Sabotage

Deliberate waste of time and absenteeism

Within organizations, there are behaviors that undermine productivity and that can be grouped under the concept of "viveza criolla" at work.

This phenomenon manifests itself mainly through the deliberate loss of time during the working day.

Workers who engage in this practice often spend a large part of their working hours on leisure activities, such as excessively long conversations with colleagues, personal sales of items within the office, or the unjustified extension of breakfast and lunch breaks.

For example, if a company stipulates 20 minutes for breakfast, this type of employee may take an hour or more, popularly known as "tying up the bitch" or "kicking the cart".

This attitude generates a lack of focus on the main tasks and overloads the rest of the team that does fulfill their duties.

Likewise, recurrent absenteeism becomes a tool of passive sabotage; the worker looks for any pretext, from minor domestic problems to unverifiable medical situations, to avoid attending his post.

This lack of consistency disrupts the operational flow and forces management to make emergency adjustments that affect the overall efficiency of the institution.

Rumors, Gossip and Insubordination

Another serious symptom of behavioral toxicity is the systematic spreading of rumors, gossip and backbiting that damage the organizational climate.

The toxic employee often becomes involved in the private lives of others or criticizes areas outside his or her competence in order to generate interpersonal conflicts.

This behavior is often accompanied by insubordination to rules that are not to their liking.

The employee subtly or directly defies authority, ignoring instructions or delegating his or her own responsibilities to new personnel without authorization.

In extreme cases, this insubordination can escalate to verbal or physical aggression and direct sabotage of their colleagues' work by providing false or centralized information.

These actions not only fracture group synergy, but also test the leadership capacity of managers, who are often evaluated by the quality and behavior of their subordinates.

Detecting and addressing these behaviors early is vital to prevent the "virus" of toxicity from spreading t