"Sticks and stones may break my bones, but words can never hurt me! Recited in sing-song as a protective mantra, this childhood adage assumes that we are guarded by an emotional force field from the toxic by-products of anger. Implied in the idealistic premise is the belief that we harbor an innate immunity to harm from the verbal assaults of others, from our own aggressive outbursts, and from the angry scripts we play internally in the presence of unresolved frustration. Organizations operating under this misconception will often tolerate a "kick butt" style of communication, permitting supervisors to unleash verbal tirades on employees without consequence. Colleagues engaging in hostile verbal combat may be left on their own to "work things out." State-of-the-art research on emotions in the workplace has overturned the basic premise of "sticks and stones," demonstrating conclusively that this model of anger response does not reflect the realities of our hardwiring. We are replacing the belief that "words can never hurt me" with hard facts demonstrating the immediate and profound impact of mismanaged anger on the human brain.
Scientists have identified the prefrontal cortex (PFC) as the part of the brain hired for active duty at work. Charged with management of our executive functions, the PFC performs the tasks of analysis, organization, long-range planning, time management, creativity, language, and the regulation of impulses. The PFC is capable of astonishing output, evidenced by the infinite array of products generated daily in our economy. When fully engaged, it is by far the most important tool brought to an organization by its employees each day.
How does the experience of mismanaged anger impact PFC productivity? In situations that summon anger, such as the perception of an attack or threat, a master operations plan calls for the PFC to be hijacked by an ancient survival mechanism known as the "fight or flight" syndrome. This neurological contender for brain control manages a complex chemical arsenal designed to mobilize us for survival in the face of harm. For maximum efficiency in emergencies, it delegates behavioral control to instinct, shutting down the more time-consuming analytical processes of PFC until further notice. In the task-focused workplace, this change in command is the equivalent of a high-speed assembly line shutting down due to equipment failure. At a minimum, we know that the PFC requires a full 30 minutes to "reset" following hijack, regardless of whether the impacted employee is the target or the perpetrator of mismanaged anger. Should an employee continue to carry negative memories of a trigger event, time required for full recovery of the PFC may extend from hours to years.
How do the costs of these hijacks affect the bottom line? They are most clearly measured in terms of lost productivity. Accounting should include the time involved in the episode, the interval required for the brain to "reset," subsequent returns to the "scene of the crime," ventilations to colleagues, and sick days used to recuperate from trauma in the sanctuary of home. Additional costs include teamwork that is disrupted as mismanaged anger builds a solid barrier to collaboration. Add to the mounting expenses "stall-outs" in communication, generated when fearful employees choose emotional safety over the minefield of delivering painful information to a hot-tempered superior. The high cost of grievances and lawsuits, along with worst-case scenarios of physical violence, complete the calculations. Altogether, market research demonstrates that mismanaged anger in the workplace costs American business the staggering sum of $4.2 million per year!
Is there an effective role for anger in the workplace? The answer is a resounding "yes." This emotion is a vital sensor to the presence of injustice, serving as a sentry for unfair conditions. In this capacity, anger alerts us to imbalances in workloads, unequal distribution of rewards and consequences, policy violations, unethical decisions, dangerous working conditions, exclusion from community and barriers to advancement. Anger likewise fuels the passion required to resolve these imbalances and ensure that the workplace continues to operate on the principle of justice for all. In this capacity, anger is an indispensable ally to quality management. The effective application of our knowledge is not to ignore its presence, but rather to harness it in such a way that it does not cause of harm.
What are forward-thinking organizations doing to address the issue of anger? Businesses on the cutting edge are making anger management a mission, with the adoption of strong philosophical positions on acceptable expression. When backed by policy, this adjustment in corporate culture sends an unmistakable message. Organizations can further channel the power of anger by ensuring that training in emotional management is available to all employees, particularly those in supervisory positions. Employee assistance programs and the business coaching community offer valuable alliances in this cause, offering instruction in anger management, along with organizational consultation for long-term planning. The return on investment for these initiatives is guaranteed in dollars, employee health, and quality of the workplace experience. As we continue to address the challenges of workplace anger, we should retain our commitment to its highest productive potential. In the words of Alexis Morisette, "When channeled artistically and non-destructively, anger has the power to move worlds."
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