Three Common Syndromes (Anger Management)

You should also be aware of three syndromes that commonly occur in organizations:

Cascading anger

The angry star

The culture of undue politeness

I. Cascading Anger
The over-expression of anger can have significant negative effects when directed downward from superiors to subordinates. Higher-powered individuals who, under little threat of retaliation, use their positions in this way set off a cascade of negative anger expression throughout the organization. Once it's perceived as acceptable for CEOs to yell at their secretaries, then senior vice-presidents begin yelling at their subordinates, group vice-presidents begin yelling at their subordinates, and so on, down the line.

People who are on the receiving end of this anger, being unable to vent their anger at its true target, will release it in other ways, usually by venting at someone less powerful than they are. They also may release it by lowering their commitment to the organization or by engaging in low-level sabotage or pilfering. Sometimes they repress the anger until they get home, where it becomes directed at their spouse and kids. Unchecked, this cascading anger from the top of the organizational hierarchy can have severe consequences for the whole organization.

2. The Angry Star
In this syndrome, the organization allows certain high-performing individuals to direct anger in unchecked ways at those around them. Such "favoritism" is more apt to develop in companies where each employee's financial performance is measurable, as in investment banks and law firms. Managers may tolerate individuals who generate high revenues for the firm but make life miserable for coworkers and subordinates—those on the receiving end of anger.

This is a particularly difficult pattern to break, as the goal of bottom-line profits suggests retaining these individuals at all cost, despite their negative effects on others. There is a problem with this limited view of profit, though: It rarely takes into account the possible long-term hits to profit brought about by unchecked anger.

3. The Culture of Undue Politeness
On the opposite end of the spectrum are organizations that do not tolerate any expressions of anger, or any negative emotions at all, in the professed desire to encourage civility and politeness. Although these organizations may gain cohesiveness from pleasant interchanges and interpersonal respect, they are likely to lose vital information in the process. By forcing people to repress anger, they also may prompt indirect and passive expressions of anger, set off health problems, and cause diminished commitment and performance. Moreover, they lose the benefits of effectively managed anger. Of course, civility should always be encouraged in the workplace; but people must also be allowed to express anger in safe and productive ways.

For help with diagnosing anger, see the signs and symptoms inventory below

DIAGNOSING ANGER: SIGNS AND SYMPTOMS INVENTORY
Are any of the following signs or symptoms present in your organization, your team, or anyone you know in your workplace?

Homicide:

Assault:

Sexual assault:

Dirty looks:

Obscene gestures:

Intentional work slowdowns:

Refusing to provide needed resources:

Leaving area when someone enters:

Threats:

Yelling:

Insults and screams:

Flaunting status:

Unfair performance evaluation:

Failing to return phone calls:

Giving someone the silent treatment:

Refusing someone's request:

Damning with faint praise:

Theft:

Sabotage:

Defacing property:

Consuming needed resources:

Showing up late for meetings:

Delaying work to make someone look bad:

Failing to protect someone's welfare:

Spreading rumors:

Whistle-blowing:

Belittling opinions:

Attacking protégé:

Transmitting damaging information:

Failing to transmit information:

Failing to deny false rumors:

Failing to warn of impending dangers:

Failing to defend someone: