By Aryanne Oade
Read Online or Download Working in Adversarial Relationships: Operating Effectively in Relationships Characterized by Little Trust or Support PDF
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Extra resources for Working in Adversarial Relationships: Operating Effectively in Relationships Characterized by Little Trust or Support
He’s been here before. He will be here again. How hard can it be? He doesn’t feel concerned at the possible consequences her complaint might raise for him. He feels complacent. And his colleague is left frustrated and without an explanation for his apparently groundless change of heart towards her. ■‹ In the third instance, however, the risk assessor does give her peer pause for thought. She doesn’t complain to him, threaten him, and ask him to explain himself or suggest that he has acted poorly.
It has highlighted some of the consequences for the workplace of adversarial conduct, and provided you with opportunities to consider what behaviors adversarial colleagues might use in your workplace, and what outcomes these behaviors may create for you and your colleagues. The chapter has suggested that making an accurate judgment about whether or not the motivation of a particular colleague is or is not adversarial is vital if you are to handle their behavior effectively. The next chapter will examine in greater detail the mindset of adversarial colleagues.
Once again she has failed to hold him accountable for his actions. Why? Because this is a man who is so enamored of his cleverness and political astuteness that he thinks he will get away with it whether the risk assessor makes a complaint or not. He believes that his well-used toolkit of obfuscating, scapegoating, and fogging tactics will serve him well should he have to give account for his conduct to anyone else in the office. He’s been here before. He will be here again. How hard can it be?
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