Resumen Del Libro En Ingles "Don’t Bring It To Work"

"Summary of “

Don’t Bring It to Work”

A Common Affliction
There’s no doubt that conflict in the workplace is a major issue. Studies show that executives devote a significant portion of their work week to dealing with personality conflicts among staffers. At the same time, workers are spending more money treating stress-related health issues linked to dysfunctional work environments. TheAmerican Management Association found that employees spend one-quarter of their time, about two hours a day, engaged in petty disagreements with co-workers. Difficult economic conditions, technology that depersonalizes communication and the influx of a new generation of workers with different attitudes all contribute to increased negativity and hostility in the workplace. But ultimately, jobconflicts trace back to the behavioral patterns and psychological influences that people experience in their upbringing. Even in relatively healthy families, members take on certain “invisible roles,” such as the “good girl,” the “smart one” or the “lazy one.” People attain a certain level of comfort with their familial roles and carry those patterns – particularly the destructive ones – into theworkplace. For example, former Tyco CEO Dennis Koslowski, haunted by his impoverished upbringing, stole millions from his company to chase a life of excess, only to end up penniless – just like in his childhood. While Koslowski’s case is extreme, behavioral patterns from your youth can emerge even when you’re at work. Intense emotional reactions in crisis situations have their roots in family history anda primordial survival instinct. Since workplaces typically discourage emotional expression, employees often stifle their thoughts and feelings. Organizations can create environments in which destructive patterns have little breathing room by following these steps: • Strive for balance – Rules are necessary, but an overly regimented environment stifles creativity and discourages spontaneity. Onthe other hand, too much flexibility leads to chaos and anxiety. Allow your employees the freedom to ask questions and make decisions, while holding them accountable for their actions. • Promote expression – Employees often hesitate to express displeasure or disappointment for fear of being labeled agitators or weaklings. Consequently, workers suppress their issues and go on pretending thateverything is fi ne. Conversely, some workplaces remain embroiled in drama constantly, so work takes a backseat to tumult and commotion. Foster honest expression without condemnation to prevent issues from festering. • Reduce stress – Emotional patterns often surface in times of extraordinary anxiety. Difficult economic conditions, layoffs and high unemployment rates can trigger irritability andirrationality. Organizations can help workers deal with uncertainty by offering stress management and wellness and exercise programs. Employees can also benefit from lunch hour lectures on handling financial challenges. • Structure communication – Help promote open exchanges by educating employees about emotional patterns and their ramifications. To avoid crisis situations, hold periodic workshops to teachcommunication and feedback skills. A Failure to Communicate Companies typically follow a predictable path in attempting to resolve workplace conflict: Bosses and human resources (HR) representatives provide counseling and coaching in a “performance improvement plan” for those involved. But if the negative behavior doesn’t change, three different outcomes are possible: managers sweep the issueunder the rug, the problematic person resurfaces in a different department or the firm terminates the employee. Unfortunately, this widely practiced form of intervention largely fails because it targets superficial symptoms instead of the “systemic patterns” at the base of the conflict. The HR approach also falls short because it’s designed to rehabilitate one or two “troublemakers.” While this...