ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, April 7, 1996 TAG: 9604050141
SECTION: BUSINESS PAGE: 4 EDITION: METRO
COLUMN: Working it out
SOURCE: CAMILLE WRIGHT MILLER
Q: When I started at my company, I skipped lunch and worked overtime to ensure my work was done. This wasn't healthy so I cut back to normal hours. My boss acts very disappointed, but I can't resume earlier standards.
A: When an employee's work habits change, managers may find it hard to accept the unanticipated changes. It takes time and talk to create new, mutually acceptable work habits.
Liz Erwin, a registered nurse and licensed professional counselor with Blue Ridge Counseling, says communication is the key to creating the balance you and your supervisor need.
Evaluating information in isolation often leads to inaccurate conclusions. Erwin suggests you talk to your boss about your concerns. Through open communication, you may find his and your expectations are unrealistic. If your concerns aren't alleviated, Erwin recommends talking with co-workers.
Ask co-workers for their opinions and objective observations. Make it clear you aren't trying to build support for your point of view but that you want objective evaluations.
Follow up with your boss. Be clear that your goal is to create a healthy relationship where both parties are satisfied. To do that, both must be clear on needs and expectations.
Erwin notes that a working relationship is often "the next closest thing to a marital relationship" in terms of time spent together and the need for emotional fulfillment. A healthy working relationship requires communication, Erwin stresses.
Q: A woman in our office has been "involved" with our boss for years. She's gotten away with longer breaks, preferential treatment in workload, and he overlooks her policy infractions. We've talked to another boss about the unfairness, but no changes have followed. Does this constitute a "hostile environment" and what can we do about it?
A: A "hostile" work environment is usually linked to sexual harassment issues where sexual intimidation, unwanted sexual attention, or repeated comments make it difficult to perform work. It's unlikely that your workplace is "hostile" by legal definition; however, if you believe it is, you should speak to an attorney.
Over time, a dysfunctional - rather than hostile - work culture has emerged. Treating one employee differently from others results in resentment. Morale, productivity and team work efforts suffer.
List the specific privilege abuse you and your co-workers have witnessed. Take your complaints to your boss. Refrain from displaying emotions or from linking your co-workers behavior to her liaison with your boss.
State facts about behavior only. Tell what you and your co-workers believe are the consequences. Talk in terms supervisors care about - productivity, morale, and lost dollars.
If that fails to bring changes, repeat the conversation with your personnel officer or your boss's boss. If change doesn't occur, you have options.
You can, collectively, use peer pressure on your co-worker. When she's late returning from a break, everyone can throw her a look of disapproval. The same technique can be employed with every infraction. Individuals often alter behavior as a result of ongoing peer pressure.
Alternatively, the office staff can ignore or treat the problems with outrageous humor. This prevents you from expending emotional energy toward a difficult problem.
Q: I've been the target of several office practical jokes. I'm finding it increasingly difficult to maintain my humor. Now it looks like I'm a spoilsport.
A: Practical jokes can serve as play which brings a group together. However, when one person is repeatedly targeted or when the jokes are too frequent and interfere with work, they need to be stopped.
Go to the source of the practical jokes. Tell the individual that you initially appreciated being included in the jokes; however, you no longer find them funny. Reinforce this by saying "I really don't like feeling as if I'm a target. Because I feel this way, my work is beginning to suffer. I want your help in making sure I'm no longer the aim of any jokes."
While the office climate may cool slightly, it's likely you'll be left alone. And good feelings will eventually be restored.
If the jokes continue, ignore them completely or talk with your supervisor and convey your distress. Jokes after a cease-fire request suggest the prankster has an emotional issue he or she needs to correct.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
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