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警惕辦公室里的“怨婦”

警惕辦公室里的“怨婦”

Shelley DuBois 2012年10月15日
研究表明,盡管悲觀、愛(ài)抱怨的員工只是少數(shù),但是他們?cè)诠ぷ髦辛髀冻鰜?lái)的消極情緒卻會(huì)影響周?chē)娜?,毒害整個(gè)企業(yè)文化。但是,解決這個(gè)問(wèn)題也有良方。只要找出辦公室里積極向上的員工,充分發(fā)揮他們的作用,就能推動(dòng)辦公室的整體氣氛向好的方向發(fā)展。

????天知道,如今許許多多的員工都有理由抱怨。而且,幾乎每間辦公室里都會(huì)有一兩個(gè)人抱怨起來(lái)過(guò)了頭——滿(mǎn)腹怨氣,忿忿不平。

????這些人就是管理專(zhuān)家羅伯?克羅斯所謂的“消極激勵(lì)者”?!斑@些人的互動(dòng)方式或語(yǔ)氣,讓整個(gè)工作環(huán)境變得窒息?!?/p>

????“讓人窒息”無(wú)疑不利于形成良性的工作環(huán)境,很多員工可能都不想受這些消極激勵(lì)者的影響。為此,他們首先要了解領(lǐng)導(dǎo)力專(zhuān)家稱(chēng)之為“非正式網(wǎng)絡(luò)”的一個(gè)體系。這種網(wǎng)絡(luò)存在于正式的企業(yè)生態(tài)鏈之外,建立在人與人之間的聯(lián)系之上,從主要激勵(lì)者到能量破壞者以及介于兩者之間的人,無(wú)論職位高低,克羅斯聲稱(chēng),組織內(nèi)非正式網(wǎng)絡(luò)的能量流動(dòng)圖是可以繪制出來(lái)的。

????如果你覺(jué)得這聽(tīng)起來(lái)有點(diǎn)不靠譜,你并不是唯一一個(gè)這么想的人。克羅斯和博斯公司(Booz & Company)高級(jí)合伙人喬恩?卡岑巴赫都曾和這樣的高級(jí)經(jīng)理合作過(guò),他們拒絕接受這種觀念,拒絕相信在他們所知和控制的工作場(chǎng)所架構(gòu)之外還存在另外一個(gè)架構(gòu)??ㄡ秃照f(shuō):“如果你讓一家機(jī)構(gòu)的高層來(lái)找出最佳激勵(lì)者,他們肯定選不對(duì)人?!?/p>

????但是,稍作挖掘,你就能發(fā)現(xiàn)這些網(wǎng)絡(luò)?!蔽覀兛梢灾谱骱?jiǎn)圖和其他圖例來(lái)顯示人們之間的聯(lián)系,”弗吉尼亞大學(xué)(University of Virginia)麥金泰爾商學(xué)院(McIntire School of Commerce)教授克羅斯表示。這些簡(jiǎn)圖可以顯示出誰(shuí)與誰(shuí)之間在進(jìn)行互動(dòng),互動(dòng)的頻率有多頻繁。“然后,我們?cè)谏厦姣B加企業(yè)歸屬感和職業(yè)滿(mǎn)意度得分,”克羅斯繼續(xù)說(shuō)。最后就可以找出員工中的積極推動(dòng)者和消極激勵(lì)者。

????為什么要這么做?有證據(jù)表明,消極激勵(lì)者的確會(huì)對(duì)公司造成傷害?!堵殬I(yè)行為雜志》(The Journal of Vocational Behavior)1994年刊登了一篇論文。文中,研究人員勞倫斯?尼科維茲和瑪麗?羅斯諾維斯基發(fā)現(xiàn),對(duì)工作前景悲觀者的生產(chǎn)率往往不如他人,無(wú)論他們目前對(duì)工作有多滿(mǎn)意。這篇報(bào)告稱(chēng):“即便是在狀況不錯(cuò)時(shí),這些個(gè)體可能也會(huì)關(guān)注工作中不好的一面”。

????他們還會(huì)把同事也拖下水。在一份尚未發(fā)布、正在接受同行審查的研究報(bào)告中,克羅斯還發(fā)現(xiàn):“消極的相互影響造成壓力,對(duì)衡量工作環(huán)境身心健康的一系列指標(biāo)有顯著影響?!睋Q句話說(shuō),應(yīng)對(duì)過(guò)多的消極因素會(huì)讓人受不了。

????這些消極的相互影響效應(yīng)遠(yuǎn)超正面影響。盡管積極激勵(lì)者在組織機(jī)構(gòu)中的數(shù)量遠(yuǎn)超消極激勵(lì)者,“消極激勵(lì)者對(duì)工作表現(xiàn)和員工感受產(chǎn)生的消極影響是積極激勵(lì)者產(chǎn)生積極影響的兩倍還多,”克羅斯說(shuō)。具體而言,克羅斯認(rèn)為,約5%的員工帶來(lái)了員工90%的與工作相關(guān)的苦惱。

????那么,如何才能躲開(kāi)他們的負(fù)能量圈之外呢?卡岑巴赫和克羅斯兩人都認(rèn)為,你不應(yīng)試圖改變他們的態(tài)度。從根本上怨恨工作的人會(huì)抵制任何試圖改變他們的努力——他們的終極目標(biāo)不一定是要感覺(jué)好一些。

????Goodness knows, plenty workers have reason to complain these days. And yet, most every office has a couple people who take that right a little too liberally -- they are, as a rule obtrusively upset.

????They are what management expert Rob Cross calls "de-energizers:" "The people who just suck the life out of the room with the way they interact or tones they take."

????Life-sucking is, without doubt, counter-productive to a healthy workplace, and many a worker would probably prefer to avoid the negative effects of de-energizers. To do so, they might first have to buy into a system that leadership experts call the "informal network." This network exists outside of the official corporate food chain. Instead, it is built on connections between people who, regardless of rank, are either key motivators, energy drainers, or somewhere in between. Cross claims it's possible to actually map the energy flow through the informal network at an organization.

????If all this seems a little floofy to you, you're not alone. Both Cross and Booz & Company senior partner Jon Katzenbach have worked with high-level managers who resist the concept that there is a workplace structure outside of the one they know and control. "If you ask people in the upper levels of an organization to identify the best motivators, they won't pick them right," Katzenbach says.

????And yet, with a little digging, you can unearth these networks. "We can create diagrams and other visuals that show the connections amongst the people," says Cross, who is a professor at University of Virginia's McIntire School of Commerce. Those diagrams map who interacts with whom and how often. "Then we overlay the engagement scores and career satisfaction scores," Cross continues, and you can pinpoint your motivating and de-energizing employees.

????Why do this? There's evidence that de-energizers truly hurt a company. In a 1994 paper published in The Journal of Vocational Behavior, researchers Lawrence Necowitz and Mary Roznowski found that people who have a baseline negative outlook about work tend to withdraw more from productive work behavior than their colleagues, regardless of how satisfied they feel about their jobs. "It may be that these individuals focus on the negative aspects of their jobs even under otherwise pleasant conditions," the paper suggests.

????They also tend to drag their colleagues down with them. In unpublished research that's currently under peer review, Cross has found that "negative interactions that create stress have a significant effect on a range of measures of physical health in the workplace." In other words, dealing with too much negativity can make people sick.

????Those negative interactions are also significantly more potent than positive ones. While there are far more energizers than de-energizers in organizations, "the de-energizers have more than twice the negative impact on measures of performance and employee well-being as the energizers have positively," Cross says. Indeed, roughly 5% of employees account for 90% of people's work-related misery, Cross argues.

????So how do you stay out of their circle of negative energy? You shouldn't try to fix their attitude, both Katzenbach and Cross agree. People who fundamentally resent their jobs will resist any effort to pull them up -- their end goal isn't necessarily to feel better.

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