Avionics News June 2014 - 73

What they have in common is the
need for intervention. Structure helps,
too - written job descriptions, clear
performance metrics and appropriate
deliverables for the aggressor and
his subordinates - which can defuse
anxieties, derail impulses and create
accountability.
It's particularly true for the
employee who exhibits "general

intervention, and more. He targets
co-workers who "threaten" his next
promotion, key project or other
win, and he focuses on that person
alone, stealing credit, gossiping and
sabotaging his target to keep him "in
his place." He's often the product of
a hyper-competitive culture - or a
hotshot you look the other way with
to keep happy - which should prompt

The ultimate thug - and therefore the hardest to fix -
is the 'classic' bully, who singles out one person to
destroy personally and professionally.

abusive behavior." He doesn't realize
his tirades annoy his co-workers, and
he's often upset and defensive about
the revelation. Instead of threats and
demands for improvement, he will
respond better to coaching that hones
better manners.
As the nature of aggression escalates,
remediation gets more complicated -
assuming the person is worth keeping.
Emotions grow out of control, the
aggressor has demonstrated he'll do
anything to get what he wants, and
stakes are high.
For example, the manipulator who
uses aggression thinks it's the most
effective way to "keep people in line."
She intimates equally, even when it
hurts her team's productivity - and
it usually does by nearly 40 percent,
according to research from the
University of Washington. She needs to
know this, and she needs new ways to
interact; until she does, she should be
isolated so matters don't get worse.
The strategic abuser needs similar

you to evaluate how you do business
and what behavior you reward.
The high-conflict personality doesn't
act intentionally, but she often can't
manage her outbursts because of
clinical conditions, such as an anxiety,
narcissism or bipolar disorders. She
may explode at any time with vulgarity
and insults that won't be quelled until
she seeks care; in the meantime, she
can only work with employees who
aren't rattled by outbursts - and who
have specialized training for dealing
with her, according to Bartle.
The ultimate thug - and therefore
the hardest to fix - is the classic bully,
who singles out one person to destroy
personally and professionally. He's
dangerous because once one target
quits, he'll pick another, and he'll
delight in making that person's life
miserable, too. While cultural change
at the shop and remedial training might
eventually fix him, he likely needs to
Continued on following page

Survival
Mode
"If you're the target of a
bully - up, down or sideways
- you have to make some
big decisions," said conflict
coach Kathleen Bartle. "One
decision: Are you going to stay
or not; if you're going to stay,
then you have to change the
circumstances."
You can confront the
aggressor - in the company of
a witness - but this doesn't
always work. Complaining
to a manager or the human
resources department requires
tact; you should do so in a way
that addresses your shop's
productivity, not your sore
feelings, according to Bartle.
Explain that they should know
the aggressor spends a lot of
time misbehaving, it's affecting
your team's work, and provide
concrete examples of how.
Stick to facts, avoid calling the
behavior bullying, and keep
your emotions in check. This is
still risky, but it's less so than
whining.
At the same time, document
infractions. Remember, too,
that physical contact is illegal,
as is discrimination based on
gender, race, age or religion.
Bullying is not, but if you
can show the bottom line
is impacted, you have some
leverage, she said. q
avionics news

*

june

2014

73
Avionics News June 2014

Table of Contents for the Digital Edition of Avionics News June 2014
