Sometimes though, the competition can be so fierce and intense that it brings out negative behavior — flared tempers, harsh words, and bench-clearing brawls. When it does, it is a detriment to the game. Athletes often lose their cool and concentration, and their game falls apart.

Rivalries can also surface between employees in the workplace. How can HR managers foster healthy competition in the office? What are some warning signs that it has gone too far? Who can benefit from a rivalry? When is it appropriate, and when is it way off the mark?

Managing office rivalries can be tricky. You need to be able to decipher between a good-natured contest, and an all-out war. It helps to look at the big picture. What are you trying to accomplish? A rivalry is only helpful if it allows the organization to reach its goals, realize its mission, and increase morale and productivity. One way to do this is to keep the competition light. It should never be tied to employees’ main compensation or their jobs. Look at how rivalries are handled in your organization. Is there a “win at all costs” attitude sanctioned by HR and company leadership? HR managers can help employees, managers, and company leaders keep rivalries in perspective.

Here are some examples of rivalry pitfalls to avoid and ways you can channel competition to keep the peace among employees and impact your organization’s bottom line:

Avoid the heir and the spare

How does your organization handle succession planning? Many managers erroneously believe that having two colleagues vying for one top spot is a great motivator — and there is always a back-up if things don’t work out. If you’re familiar with the television show Survivor, you can see some extreme examples of why this type of rivalry is damaging — contestants lie, cheat, and sabotage one another to get to the next level. The Survivor mentality (Outwit, Outplay, Outlast) may make for exciting TV, but it is not conducive to a harmonious workplace. You don’t want to put employees in a situation where it is tempting to bomb a colleague’s laptop, erase someone’s calendar, or steal a client. It doesn’t serve the organization well to have employees so concerned with “winning” they aren’t focused on what is good for the company. You also run the risk of losing talented staff. Not many people will hang in there for a prize they only have a 50 percent chance of attaining.

One way to avoid this kind of competition is to devote an equal amount of time to developing all of your key employees and to work with them to create a career plan. Employees can have a say about where they want to go in the company so they can focus on honing certain skills. People will be loyal if they see that their employer is also invested — and investing — in them.

Redefine the opponent

It is possible for colleagues to compete with each other while working towards the same goal. For example, salespeople may race to see who can reach their numbers the fastest, but they are all trying to increase revenue for the company. One way to help ease the rivalry is to redefine the opponent by having employees compete against themselves — either their past performance or a set goal. This is similar to playing golf. You are competing against the other members of your foursome, but are always trying to beat your own best score as well.

Another idea is to offer small incentives to all employees when they beat their numbers or reach their goals. A coffee card, catered lunch, or an afternoon off would be a welcomed reward.

Make us vs. them work

An “us vs. them” mentality can actually work in an organization’s favor when the “them” is the company’s competition. This is a great way for employees to become familiar with competing companies. How do they do what they do? What makes them special? How are we different? When the competition becomes the focus, it can create a sense of team and camaraderie among employees. Everyone can play a part in serving the organization’s mission.

Rivalry doesn’t have to be a dirty word when it comes to the workplace. When supported by management in a healthy way, rivalries can help bring out the best in people, keep them motivated at work, and have fun with their colleagues—and the organization can reap the rewards of a motivated, happy, and productive employee base.

Elaine Varelas is Managing Partner of Business Development at Keystone Partners, a career management firm headquartered in Boston, and has over 20 years of career development and HR experience. She also serves on the board of directors for Career Partners International, the world's largest career management partnership. E-mail her at .