Avionics News June 2014 - 71

Certainly, jerks aren't a new thing,
but the issue of office aggression has
risen to the surface of the workplace
swamp during the past decade. Yet the
strategies for dealing with it haven't
evolved with much attention; managers
are often told to do an investigation, tell
aggressors to stop, tell them again, send
them a letter, and then force them into a
one-day "be nice" workshop, according
to executive conflict consultant
Kathleen Bartle, author of Stop Arguing
& Start Working. This is a weak plan
that doesn't address the root of the
problem - both with the individual and
within the company.
Bullying behaviors run along a
continuum, from abrasive to aggressive,
and we all exhibit some misbehavior
one time or another; most of us catch
ourselves and made amends, but a
few do so to manipulate and control
others. They attack with motive and
methodology: the tantrum thrower who
demands his way; the back-stabber who
regularly steals others' thunder; and the
ogre who enjoys reducing a "weak"
co-worker to tears.
But there are some good reasons
you shouldn't subject your people to
these shenanigans. Studies show that
employees exposed to rudeness make
more mistakes and feel more anxiety,
anger and fear - and they take those
feelings home with them. Even worse,
research indicates that abuse, threats
and humiliation can make targets
physically ill.
In fact, the last part is one of the
warning signs; if you see a rise in sick
leave or tardiness, or wonder why your
people look like they've been whipped,
or watch a number of people walk out
the door to other jobs, you probably
have a problem on your hands. Doubly

so if your productivity drops or you
hear an employee complain about all
the whiners he has to work with.
This is when bullying and abuse
take a toll on your company. Not

only will you see an increase in
health care and recruiting costs,
but also a decreased sense of
Continued on following page

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june

2014

71
Avionics News June 2014

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