WORKPLACE COLLABORATION
• Verbal or non-verbal hostility by showing displeasure either aggressively or passive aggressively. Actions could include giving someone the ‘silent treatment’ and ignoring them, talking about them as if they were not present, pretending to slap them or other hostile actions. When faced with this unwanted behavior, they pass it off lightly with excuses such as “I didn’t mean anything by it” or “I was thinking of something else.” They might even deny outright what they are accused of doing.
Whether these behaviors are demonstrated or not, the results
of toxic behavior can be long lasting. Because our brain is wired to remember emotional events more quickly and with greater clarity, the scars left by these inappropriate and corrupted actions can be deep and permanent.
CHARTING TOXIC BEHAVIORS There are levels and frequency of each of these. Too often, we dismiss someone’s actions because “they are having a bad day,” “they are in the midst of a personal crisis,” or “that’s just the way they are.” Reality can set in when you document their behaviors. If you were to track their actions, your table may look something like this:
ACTION STEPS Toxic behaviors that are not part of a person’s normal behaviors are handled differently than those behaviors you rank high and frequent. Your initial question should be “is this a one-time occurrence or has this behavior become a habit with this individual?” The answer to that will determine your next steps: If it is an occasional event, is there an
unusual amount of stress in their life? Are they thinking they cannot control the situation? Has the situation caused them to lose their confidence? Are they optimistic or pessimistic about the outcome? These are valid concerns that you should address before the situation escalates or before it becomes a habit. If this behavior has become their norm,
and if you let it go without punishment, you are excusing that behavior and giving it your stamp of approval. You have just agreed to a new standard of behavior, and you should expect others to either follow that standard or leave your organization to find an organization that does not tolerate those types of behaviors. If you
choose not to do anything about it, hoping it will pass, you have revealed to everyone that you might be powerless or weak, unwilling to do what is in the best interest of the department and for each member in the department. The longer-term effects of toxic behaviors will be less
communication and less sharing of ideas. These will result in a decrease in creativity and problem solving, unresolved conflict that festers and grows until it overtakes your entire department, increased paranoia and avoidance planning, and an unusual amount of time consumed by thoughts of dislike or frustration with the person’s toxic behaviors. All have the potential to derail your safety program.
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