negatives. Sometimes the circumstances of a job can change over time, going from positive to negative. In some job settings, we may be the boss and find ourselves struggling to maintain positive morale among our employees. What do you do when the place in which you invest your abilities, creativity and ingenuity—the place where you spend half your waking hours, the place you depend upon for financial security—has become poisonous to your well-being? The first step in dealing with a noxious workplace is gaining
an understanding of what’s wrong and why. The second step is acquiring some tools to deal with a job that is detrimental to your well being. This article deals with step one: “Understanding Why Your Workplace Is Toxic.” Next month, in the August 2019 Natural Triad, we will offer step two: “Tools for Overcoming a Toxic Work Environment.” It’s critical at this point for readers to hear and adhere to one important suggestion: after reading this July article, you will likely have new insight into the causes of any dysfunction in your job setting. You are encouraged not to attempt to act upon those new insights before you read August’s article on combating toxicity in the workplace. Simply confront- ing those who cause conflict with your insight into what they are doing—and why—tends not have a result that is good for anyone. There are useful, effective ways to use your new knowledge, and those will be shared next month. The quickest, best way to understand what is not working
and why it’s not working in a toxic environment is to ask yourself a series of questions. We’ll list these questions, explain why they are important and describe what you might learn from your answers:
• What underlying emotions are driving those individuals who are part of the problem? An amazingly important reality about human beings is that we are not intellectual beings with strong emotions. Rather we are emotional beings with great intellects. While we like to think the opposite is true, in truth almost all decisions—especially interpersonal decisions—are dictated by our emotions; then we use our intellects to justify what our emo- tions have decided. This is significant because, when things aren’t going well and we want to know why, we always ask people for their rationale. Instead we work to grasp where they are coming from emotionally. Regarding Carli’s encounter with Mr. Duncan, we immediately recognize what she was feeling, and we can guess that her co-workers might often feel the same way. For his part, Mr. Duncan’s irrational outburst reveals anger and frustra- tion. If you examine precisely what he said, you may also find causes for him to feel some fear. So what are the folks at your workplace feeling?
• Who is head of this family? A profound insight of Family Systems thought is the recognition that, whenever people form themselves into groups, those groups take the shape of families. Different people take different roles: leader, comforter, prophetic voice, golden child, black sheep, etc. While this principle has a number of intriguing possibilities, the main recognition for us at this mo- ment is that a person who is “officially in charge” may con- stantly defer to the wishes of someone else (who’s the real boss). Figuring out the “pecking order” of any organization lends great clarity to understanding how the organization functions. It’s also important to ask: how capable is the leader of making indepen- dent decisions and abiding by them? The less able the leader is
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JULY 2019 9
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