Let us not limit our thinking by assuming that vandalism is constrained to damaging private and public property.
Vandalism, at its core, is a deliberate act of damaging assets. The assets can be software assets, technology, or even process and procedures.
Suppose the significant technology initiative is on track, and a senior executive decides to take her support away. It may be an act of vandalism.
Similarly, the new technology software is rolled out, and the Production Manager declares that his team will not use the software. Maybe it is an act of vandalism too.
How about office politics to gain power and influence, non-cooperation with other departments, hiding information, and other acts of damaging the culture and reputation of organisations? They may well be vandalism too.
If we observe closely, vandalism is everywhere. It just changes the way it is executed. As leaders, we must watch closely and navigate our organisation through negative behaviour and actions.
