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Workplace Anger
Encyclopedia of Small Business, 2nd ed., (2002)
"BULLYING" Explicit workplace violence, sexual harassment, and episodes of discrimination garner the most headlines and receive the bulk of attention from consultants because of their potential legal impact on business enterprises. But researchers contend that simple bullying behavior may be a greater threat to business health and productivity than any of the above-mentioned problems. Sometimes bullying takes place between employees, but it often is most evident in supervisor-worker relationships, in which one person is perceived to wield greater power. "Bullying is not just the problem of an individual, however, but, where it exists, of the organization and its culture as a whole," stated Andrea Adams in Personnel Management. "Whether it is a bully's persistent intimidation or their devious efforts to make a colleague appear professionally incompetent, these menacing tactics can be difficult to identify." She also notes that organization bullying is often disguised by euphemisms that avoid calling the behavior what it really is. "In America employee abuse, as it is called, is also referred to as 'workplace trauma,' " wrote Adams. "It has been identified in research carried out by one psychologist in the USA as a more crippling and devastating problem for both staff and employers than all the other work-related stresses put together. There are always those who will put forward the argument that the making of snide remarks or jokes at other people's expense is 'a part of human nature,' but office banter which is not really designed to offend is undoubtedly different to the persistent downgrading of people by any individual in a position of power."
Adams noted that confronting bullies about their behavior is often difficult: "Where bullying exists and someone is willing to tackle it, the bully will have to be addressed in some way and prevailed on to change. The way in which they see themselves will rarely tally with the view of those who are placed under attack." Small business owners and managers, however, should stand fast. Bullying behavior generally does not take place in a vacuum; other employees are usually aware of the situation, and they should be consulted. Finally, owners seeking to eliminate bullying behavior need to make it clear that anyone who is the victim of bullying tactics will receive their full support.
PEER CONFLICT Another common cause of workplace anger and hostility is peer conflict. Unlike instances of bullying, wherein one employee makes a conscious decision to engage in behavior that is hurtful or uncomfortable for another employee, peer conflict is characterized by mutual feelings of animosity toward the other individual. "Peer conflicts are typically caused by personality or perception differences, moodiness, impatience, or sensitive emotional states such as jealousy, annoyance, and embarrassment," wrote Levesque. "When these rivalries evolve into skirmishes or outbursts, the conflict erupts and people are damaged. Since work relies heavily on the ability of people to interact in a cooperative and harmonious fashion, conflict between employees represents a serious breakdown of those two vital ingredients to effective work relationships."
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