Executive Eye
Regelverstöße im Fußball werden mit der gelben Karte geahndet. Wäre das auch eine Möglichkeit, auf unsoziales Verhalten, das zunehmend am Arbeitsplatz zu beobachten ist, zumindest aufmerksam zu machen?
Adrian Furnham on dealing with cynics
Yob culture, with its self-indulgent, cynical rudeness has invaded the workplace. People don’t help each other like they used to. Politeness, helpfulness and support seem lost. Antisocial behaviour is spreading like a virus. Do we therefore need the equivalent of football’s yellow card for bad behaviour? This is an issue that matters. To be surrounded by energetic, supportive and appreciative people really does make a difference. They can reduce the general stress level at work. They make the workplace warm and safe. The uncivil cynic, on the other hand, wears everyone down with a long list of annoying behaviours. These include abusing their position of power, being a busybody, micromanaging and incessant back-stabbing.
We like to believe, particularly at work, that we are cool, rational beings. But deep down, we are not. Irrational forces play a big part in what we do — and how and why we do it. We are emotional beings. And at work, both positive and negative emotions are triggered all the time. We react to rude customers, for example, or to praise from a boss or support from a colleague.
Controlling emotions is a big part of getting our jobs done well, because essentially, we all have two tasks at work. We have core tasks, which are skills-based, technical or knowledge-based, and for which we are trained. But then there is the softer aspect of a job. It is about being a good citizen in our organization. Do we play the game, obey the rules, go the extra mile? What do we say about our organization outside work? Are we cooperative? Do we readily volunteer to help out?
These soft skills are not usually found in job descriptions. And a lack of them is seldom grounds for firing someone. Yet some people spread a virus of cynicism. They continually attack the integrity of their organization — often very publicly — pointing out hypocrisy, unfairness and betrayal. They argue again and again that their organization is opportunistic and deceitful, quite the opposite of what it publicly says about itself.
So, is the solution an organizational yellow card? It certainly wouldn’t solve all problems. But a yellow card could signal the simple, but important message that the organization values soft skills, that some workers are really more trouble than they are worth and that managers simply will not tolerate rude and uncooperative staff.