Stopping Toxic Language in the Workplace

On September 4, 2010, In Culture, behavior, By Watershed

Theory X Supervisor

Arthur H. Bell, professor of Management Communication at Masagung Graduate School of Management, University of San Francisco, states that there are 7 reasons why managers and supervisors verbally abuse subordinates:

  1. They don’t know any other way of keeping control of employees
  2. They are repaying old debts
  3. In their thinking a stick is better than a carrot
  4. They lacked the skills to deal with their own anger
  5. Sometimes the abuser is simply bored and a bit sadistic
  6. They are acting a part for their superiors
  7. Sometimes other people rub  them the wrong way
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Changing Behavior

On July 11, 2010, In Culture, behavior, By Watershed

B = f (i,en)

How an individual behaves at work is a function (f) of the individual (i) and the environment(en) within which the individual works.

Based on the above function, sending an individual to a personal development program is only part of the process. Improvement in behavior is contingent on changing the work environment so that major aspects are consistent with current understanding of social science and management principles.

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Mental Health in the Workplace

On May 30, 2010, In Culture, attitude, behavior, By Watershed

Which Groups Are Most Affected?

The Cage

The Cage

While mental-health disorders impact everyone, some groups face more stigmatism than whites, explains Carolla. This can serve as a barrier to seeking treatment. Other underrepresented groups experience greater trauma and/or lack of access to quality care.

  1. The number of diagnosed cases of post-traumatic stress disorder (PTSD) for both veterans and active-duty service members jumped 757 percent from 2003 to 2009, increasing from 1,632 to 14,000 (The Pentagon)
  2. About 70 percent of Southeast Asian immigrants to the United States who receive mental healthcare have symptoms of PTSD (National Asian American Pacific Islander Mental Health Association)
  3. American Indian/Alaska Natives have a higher rate of traumatic exposure, with a 22 percent rate of PTSD, versus 8 percent for the general U.S. population (U.S. Surgeon General)
  4. One-third of all Americans with a mental-health problem get care, and the percentage of Blacks receiving care because of lower incomes and other factors is one-half that of whites. According to the U.S. Surgeon General, one study found nearly 60 percent of older Black adults were not receiving needed services. “African Americans are also less likely to receive accurate diagnoses,” adds Carolla.
  5. Suicide among Black male tweens increased dramatically from 1980 to 1995. The rate of suicide among all children ages 10 to 14 increased 120 percent during that period, but the suicide rate for Black males in that same age group increased 233 percent (U.S. Surgeon General)
  6. In a survey of students at more than 150 high schools nationwide, Latinoyouth were significantly more likely (10.7 percent) than white students (6.3 percent) to report a suicide attempt. Latinas were more than twice as likely (14.9 percent) as Latino males (7.2 percent) to have reported a suicide attempt (USSG)
  7. Suicide is the third leading cause of death among 15- to 24-year-olds, and LGBTQ youth are up to four times more likely to attempt suicide than their heterosexual peers (The Trevor Project)

The full article can be found at:

http://www.diversityinc.com/article/7718/How-to-Create-a-MentalHealthFriendly-Workplace/

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Confronting Bad Behavior

On March 25, 2010, In Culture, behavior, By Watershed

David Eddie, the author of Damage Control, gives some sound advise on confronting a colleague or subordinate about their bad breath.

He writes in a recent Globe and Mail column, “…it’s best to go in bluntly.”

David suggest using a variation of the following:

“(1)Listen you know I think you’re a great [person]. (2) I really have come to value you and depend on you in this company. (3) But I have to tell you, and I only tell you this as a friend: (4)From time to time I’ve noticed your breath could use a little work.”

He advices walking away from the person without apologizing. The hope is the the individual will manage any potential negative emotions and come to a place of acceptance on their own.

The strategy draws on portions of the dialogue model taught in Breakview’s relationship management course.IMGP0964

Let me share my thoughts and add some depth to David’s suggested lines.

I’ll use a four part model as a guide post.

1. State your mutual purpose

I like all the lines in the statement. However, I think line 2 captures everything critical to the start of a blunt, bold-faced approach to what could be a career or relationship ending confrontation. It’s basically making your value proposition explicit: what’s in it for them.

“I really have come to value you and depend on you in this company.”

If there are words worth stressing, they would be “value” and “depend”.  In my opinion, the line should never be delivered in haste. Plus, with the right body language, you can convey warmth and safety in a way that connects with the person.

2. Share the facts

I would add remarks from clients or colleagues after stating what’s in it for the person you are confronting. However, if it only concerns you and it has been ongoing, then jump directly to “from time to time..”

3. Share your opinion

The approach is built on the premise that what is an irritant to us is about meaning in context. There is always a subjective appraisal to every event or issue we encounter. One man’s poison is another man’s drink. There are people who hate the taste of alcohol, while others have acclimatized their pallet to its taste. I admit that If you enjoy alcohol that example might be hard to swallow.

“From time to time I’ve noticed your breath could use a little work.”

4. Invite the other person to share their meaning

I would avoid the walk away approach that David Eddie suggest. Why run?  Instead, use the power of silence. Allow the person to vent, even to give feedback. No need to apologize at all.

If there is no response on their part, thank them for considering your request. Even let them know that you are open to hear their thoughts and walk away.

If they respond with anger, it may also be prudent to use the contrasting technique to clarify your intentions by stating what you didn’t intend and what you did intend.

For example: “I didn’t intend to injure your self-esteem, I intended to close the loop on an issue that’s affecting our relationship.”

All in all, It’s really important to keep the environment safe and respectful even when you “go in bluntly”.

Next week I’ll address what to do if there is no change.

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Bullying Behavior – Part 2

On January 7, 2010, In Culture, attitude, behavior, By Watershed

Bullying behavior tends to start or increase with organizational change.  The expression of bullying behavior is usually the result of a supervisor or manager’s lack of training in the area of relationship management. Sometimes bullying behavior has been legitimized by a company’s value or practice.

DSCN0462coordinators

Here are some overt and subtle forms of behavior that serve as signs of workplace bullying / harassment.

Overt forms of bullying behavior:

  • Public humiliation
  • Personal insults and name-calling
  • Persistent criticism
  • Spreading malicious rumours
  • Freezing out, ignoring or excluding
  • Constantly undervaluing effort

Subtle forms of bullying behaviors

  • Removing areas of responsibility
  • Deliberately sabotaging or impeding work performance
  • Refusing to delegate
  • Constantly changing work guidelines
  • Withholding necessary information
  • Over-monitoring, especially with malicious intent
  • Setting up individuals to fail – eg. impossible deadlines
  • Blocking applications for leave, promotion
  • Using lengthy memos to make wild and inaccurate accusations
  • Instigating complaints from others to make individual appear incompetent

For more information on legislative changes in your province or state visit: http://www.healthyworkplacebill.org/states.php

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