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Harris Interactive近日做了一項(xiàng)工作壓力調(diào)查，顯示令人討厭的同事可能導(dǎo)致辦公壓力增大。后果有哪些？根據(jù)韜睿惠悅的全球職場(chǎng)福利態(tài)度調(diào)研，辦公壓力變大可能導(dǎo)致缺勤率增加，工作積極性降低，效率也會(huì)受影響。

問(wèn)題是，有些同事不僅是令人討厭，而是“有毒”到讓人沒(méi)法忍。這種人會(huì)拉著身邊同事一起墮落，影響他人工作效率，有他們?cè)趧e想提什么創(chuàng)造力。這些人最擅長(zhǎng)讓人感覺(jué)一無(wú)是處。不管怎么說(shuō)，他們的負(fù)能量就像疾病一樣傳染。

為了保持頭腦清醒和正常工作效率，一定要不惜代價(jià)躲開(kāi)這種同事。但要記住一點(diǎn)，如果不特別留意，可能很難發(fā)現(xiàn)哪些人是害群之馬。Monster網(wǎng)站近日咨詢了職場(chǎng)專家，了解到三種常見(jiàn)的負(fù)能量同事，以及如何應(yīng)對(duì)。

逆反者/抱怨者

如何甄別：逆反者可沒(méi)有固定的名字，所以多留心身邊總是說(shuō)“不”，或者跟身邊正常積極同事對(duì)著干的人。態(tài)度是可以傳染的，逆反的態(tài)度很快就能攪亂辦公室的氛圍。

如何應(yīng)對(duì)：有兩種辦法對(duì)付傳染性的負(fù)能量：要么限制，要么抵制。對(duì)逆反者同樣道理。

“不要放棄自己的立場(chǎng)，也不要跟著負(fù)能量同事的節(jié)奏，跟這種同事要客客氣氣，說(shuō)話點(diǎn)到即可，” 總部位于康涅狄格州的公關(guān)公司Magas Media Consultants副總裁珍妮弗·李·馬格斯如此建議。換句話說(shuō)，通過(guò)減少接觸限制對(duì)方負(fù)能量的傳播?！耙婚_(kāi)始可能覺(jué)得能隨便聽(tīng)聽(tīng)，很快就會(huì)發(fā)現(xiàn)跟這種人走近了會(huì)影響你在辦公室的形象?！?

說(shuō)到底就看日常工作中要不要跟這種同事打交道。如果沒(méi)有交集，避開(kāi)就很簡(jiǎn)單（當(dāng)然具體要看辦公室面積大小。）如果必須打交道，馬格斯提供了非常棒的建議：不要放棄底線。雖然負(fù)能量會(huì)傳染，同樣道理正能量也能感染別人。用積極樂(lè)觀的態(tài)度抵抗對(duì)方的負(fù)能量，就能將對(duì)方帶來(lái)的陰霾一掃而光。

八卦小人

如何甄別：八卦的人偽裝得再好，也還是能看出端倪：例如說(shuō)話前總要看看背后，喜歡在茶水間竊竊私語(yǔ)，還有個(gè)最明顯的信號(hào)，開(kāi)頭經(jīng)常來(lái)一句“跟你說(shuō)個(gè)事，別告訴別人啊。”只要聽(tīng)到這些話，趕緊躲遠(yuǎn)遠(yuǎn)的。搬弄是非有時(shí)只是分散點(diǎn)注意力，但有時(shí)候破壞力巨大。對(duì)這些人來(lái)說(shuō)，在辦公室里說(shuō)閑話就像在中學(xué)校園里八卦一樣。你要拿出想盡借口也不想打掃廚房的勁頭躲開(kāi)這種同事。

如何應(yīng)對(duì)：學(xué)習(xí)電視劇《丑聞》里的奧利維亞·波普，讓對(duì)方乖乖閉嘴。如果八卦的人想拉你一起，禮貌地告訴他們你沒(méi)興趣聊公司里的是非。就要這么簡(jiǎn)單直接。不然即便你沒(méi)參與八卦，也有可能受到傳謠言的人連累。

常駐紐約的職場(chǎng)顧問(wèn)兼高管培訓(xùn)師羅伊·科恩回憶說(shuō)，曾經(jīng)有個(gè)客戶告訴另一個(gè)同事自己懷孕了，不過(guò)才第二個(gè)月，其實(shí)不方便在公司里宣布。

“她一興奮說(shuō)漏了懷孕的事。真的是沒(méi)過(guò)幾分鐘，全公司的人，包括她的老板全都知道了，”羅伊說(shuō)?！捌鋵?shí)她根本沒(méi)準(zhǔn)備談休產(chǎn)假，結(jié)果被迫臨時(shí)應(yīng)對(duì)各種麻煩?！?

說(shuō)什么，對(duì)誰(shuí)說(shuō)都要格外注意。老話說(shuō)得好，開(kāi)口前要三思。

健忘者

如何甄別：還在等上周要的報(bào)告么？中了。小組項(xiàng)目最后你自己搞定的？中了。收到郵件的開(kāi)頭寫(xiě)著“對(duì)不起，我忘了……”？又中了。還在想怎么看出誰(shuí)健忘？不用了吧。不幸的是，幾乎每個(gè)辦公室里都有少數(shù)幾個(gè)員工工作不上心，任務(wù)總是能拖就拖。要是每個(gè)人都像你那么努力工作就好了。

如何應(yīng)對(duì)：“如果你敢信任這種同事能幫忙，最后只會(huì)措手不及，要么就是被占便宜，”馬格斯說(shuō)?！澳阋詾樗麄冎匾獣?huì)議放鴿子之前會(huì)給你打個(gè)招呼，真是想多了?！?

所以要避免跟健忘者一起做項(xiàng)目，回絕時(shí)可以這么說(shuō)“我知道你建議跟某某（健忘者）合作，但是某某（另一位同事）擅長(zhǎng)的領(lǐng)域?qū)?xiàng)目更有幫助。要不我跟她一起做吧？”這樣看上去不像你拋棄了某個(gè)同事，只是為了努力為公司做出更好的業(yè)績(jī)。如果實(shí)在躲不開(kāi)，一定要想辦法劃開(kāi)界限，保護(hù)自己的聲譽(yù)。

舉個(gè)例子，雖然頻繁提醒別人注意項(xiàng)目進(jìn)度可能招人煩，但是一旦有高層問(wèn)起為什么某某項(xiàng)目沒(méi)按時(shí)完成，你就能拿出一系列書(shū)面證據(jù)。又或者，使用合作工作流程工具，例如Basecamp或者Trello，任務(wù)每個(gè)步驟都能檢查完成情況，不過(guò)要注意讓老板能看到。有時(shí)為了避免在老板面前難堪，健忘的人也會(huì)積極表現(xiàn)完成工作。起碼能加快些進(jìn)度。

當(dāng)然了，如果經(jīng)常要為健忘者收拾爛攤子，總得想辦法岔開(kāi)八卦小人的話題，一看到抱怨者就趕緊掉頭走開(kāi)，可能不僅會(huì)討厭相關(guān)的同事，對(duì)工作也會(huì)厭惡起來(lái)。這很正常。負(fù)能量的員工最終就是會(huì)把辦公室文化搞得一團(tuán)糟。到時(shí)你就要認(rèn)真想想怎么選擇了：如果你感覺(jué)沒(méi)問(wèn)題，可以找領(lǐng)導(dǎo)或者人力資源的同事談一談，看看有沒(méi)辦法解決。有時(shí)確實(shí)能起作用。

或者就換個(gè)工作，徹底遠(yuǎn)離討厭的同事。評(píng)估公司文化可以借鑒Monster網(wǎng)站的建議，也可以上Monster的兄弟網(wǎng)站Kununu研究各家雇主，找找哪里辦公氛圍比較好。（財(cái)富中文網(wǎng)）

譯者：Charlie

審稿：夏林

According to the Work Stress Survey, conducted by Harris Interactive, annoying co-workers can create a stressful workplace. The costs of this added stress? Higher absenteeism, lower engagement and less productivity, according to a Towers Watson’s Global Benefits Attitudes survey.

Then, there are co-workers who are more than just annoying, they're toxic. They bring people down with them and affect the productivity of others. They drain creativity. They make you feel unaccomplished. Whatever it is, their negative tendencies spread like a disease.

For the sake of your own sanity and productivity, avoid these toxic co-workers at all costs. But keep in mind these employees may be hard to detect with an untrained eye. Monster has consulted career experts on how to spot three common types of toxic co-workers and how to handle them.

The contrarian/complainer

How to spot them: Not all contrarians are named Mary Mary, so be on the lookout for someone who is constantly saying “no” or contradicting other normally positive people. Attitudes are contagious, and the contrarian can quickly sour an office.

How to handle them: There are two ways to handle contagious materials: contain or counteract. The same applies to the contrarian.

“Don’t give in and chime in with your negativity, but rather be friendly and keep conversations light with this person,” advises Jennifer Lee Magas, vice president of Magas Media Consultants, LLC, a public relations firm in Connecticut. In other words, keep their negativity contained by limiting your exposure to it. “While you might initially feel obligated to lend an ear, associating yourself too closely with this person can give you a bad reputation at work,”

In the end, it depends whether you have to work with this person on a regular basis. If you don’t, you can somewhat easily avoid them (depending on the size of the office). If you do, Magas offers great advice: Don’t give in. In the same way that negativity is contagious, so, too, is positivity. Counteract the negative with a healthy dose of the positive and watch the toxicity wither away.

The gossiper

How to spot them: There are a few tell-tale signs that even the best gossipers let show sometimes: looking over their shoulders before talking, whispering in the kitchen, and the biggest of them all, "Have I got something to tell you." When you hear those words, head for the hills. Sure, gossipers can be sometimes mildly distracting, but other times, they’re totally destructive. For them, it’s middle school all over again. You'll want to avoid the gossiper more than kitchen-cleaning duty.

How to handle them: Pull an Olivia Pope and Shut. It. Down. Should the gossiper try to lure you into their game, politely tell them you don’t want to get involved in company gossip. It should be that simple and straightforward. Otherwise, you risk associating yourself with the person (or people) spreading false information, even if you have nothing to do with the gossip.

Roy Cohen, a career counselor and executive coach in New York City, recalls one of his clients who told a colleague she was pregnant, but it was only in her second month of pregnancy—too soon to announce to the company.

“In her excitement, it slipped that she was expecting, and literally, within minutes everyone, including her boss, knew,” he says. “She wasn't prepared yet to talk about maternity leave, and it forced her to address this issue before its time.”

Be careful what you say and to whom. As the saying goes, think before you speak.

The flake

How to spot them: Still waiting for that report you asked for last week? Check. Finishing the group project on your own? Check. Just got an email that begins with, "So sorry I forgot..."? Check. Still wondering how to spot a flake? Nope. Unfortunately, almost every office will have a few employees who don’t pull their weight and flake on assignments. If only everyone was as hardworking as you.

How to handle them: “Trusting this person to help you out will ultimately leave you unprepared or taken advantage of,” Magas says. “You would think they’d at least give you a heads-up before not showing up for the big meeting.”

So try to avoid working on projects with the flake, with lines like “I know you suggested working with [the flake], but [another colleague] would bring a more complementary skill set. Could she and I tackle this together instead?” This way rather than throwing someone under the bus, you’re making it look like your interests are with getting the best results for the company. If that tack doesn’t work, make sure to create defenses that will shield your reputation.

For example, as annoying as it is, sending the person regular reminders of project expectations will give you a trail of documented evidence should anybody at a higher level ask questions later about why X didn’t get done. Or, suggest using a collaborative workflow tool, like Basecamp or Trello, with steps to be checked off when tasks are completed, and note that you’ll give the boss access for transparency. The risk of looking badly to the manager may prompt the person to shape up and deliver. Or at least semi-deliver.

Of course, after a few times of covering for the flake—or trying to redirect the gossiper or run the other direction when you see the complainer—you may start feeling a little frustrated not just with the person but also with your job. That’s pretty normal. Ultimately, toxic workers can create toxic workplace cultures. And that’s when you’ve got a serious choice to make: If you feel comfortable, you could talk to your manager, or with human resources, to see if they’re willing to get involved. Sometimes that can help.

Or, you can rid yourself of these toxins entirely by finding yourself a new workplace. Take Monster’s advice on how to assess a company's culture and research employers on Monster’s partner site Kununu to find a place where the air isn’t as noxious.