How to Manage Anger in the Work Environment

Workplace anger comes in many forms and degrees. It can be as mild as unspoken resentment against a co-worker or manager, and as overt as verbal or physical threats or abuse of fellow employees. When advancing to the point of disrupting work or making the work environment unpleasant, anger among individuals in a company needs to be recognized and managed.

The two key words in the preceding sentence are 'recognized' and 'managed.' It's critical for managers and supervisors to recognize signs of inappropriate anger in all forms. In particular, it's important to know when anger is moving beyond a normal stage of frustration. Most anger management providers agree that anger is a normal and necessary human emotion. When the expression and self-understanding of anger is not properly handled, however, it can become potentially disruptive and counterproductive to individuals and the company as a whole. It can, and does, become a potential liability.

The average cost of legation for an organization accused of failing to protect an employee from aggressive behavior is around $700,000 per case. Risk management consultants are increasingly recommending anger management for at risk employees.

Human Resource Managers and supervisors should be on the lookout for signs of stress, resentment, frustration and overt antagonism among employees. Signs of anger include: irritability, arguments or physical confrontation among employees (often instigated by one employee in particular); employees who 'get back' at others by undermining their activities (often without telling others of their anger); employees who criticize others constantly; and employees who become surly, spiteful, impatient or withdrawn.

When an employee is overly angry or aggressive, supervisors should meet with the individual and try to find out what is the cause of frustration. Unexpressed and uncontrolled anger can result in difficulties between employees, disruption of workflow and health problems within the individuals harboring angry feelings. When appropriate, on-site anger management can be provided for a work group or a referral can be made to a Certified Anger Management Provider.

It is important to examine the stated reasons of an employee's anger. It's unreasonable to think that all employee anger is unfounded and illogical. Managers should examine situations and employee relations within the company to determine if sources of anger are indications that real problems exist and that changes truly need to be made.

Once the source of anger is recognized, the anger may be appropriately addressed or managed. It is necessary to understand that the outer sources of anger often cannot be changed, but that internal attitudes that lead to buildup of anger can be changed. In situations that cannot change, the alternative is to provide anger management to enhance skills in recognizing and managing anger, stress, communication and emotional intelligence.


George Anderson, M.S.W, BCD, LCSW
www.andersonservices.com
www.aaamp.org