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Home Page –› Jobs & Employment –› Office
 

Trouble in the Workplace

 
Author: Donna MacMillan
 

More and more I am hearing about problems in the office revolving around people issues. We are all familiar with sexual harassment and discrimination of various types. But what if you are experiencing feelings of discomfort due to actions that fall within the cracks. Such as inappropriate language or jokes of a sexual or racist nature? Perhaps your boss is asking you to handle tasks in a way that you know border on the not quite right side of an issue or even down right illegal. And he/she makes it clear that you are expected to do as you are instructed.

Is the accepted culture of your company making you feel isolated? Do you get "punished" for not attending company social functions? These and many other situations sometime make it difficult to stay in a company. There is often no workable solution - the culture of a company comes from the top down and if the top guy or girl is not the most respectable or moral person than mostly likely most of the rest of your co-workers will fall short of your expectations. And since, like you, in an interview and through out the beginning of you joining the company, everyone will be on their best behavior, it might be some time before you realize just what you have gotten yourself into.

So what is a person to do? You have just four choices:

1. Go along with everyone else's bad behavior

2. Try to get everyone to change

3. Lead by example

4. Find a better place to work

Number one is never a good idea. It is too easy to fall prey to bad behavior and before too long this behavior becomes a natural way for you to act.

Number two never works. A leopard will not, can not change it's spots. The only way people change is to recognize their faults and make a personal effort to improve.

Three is a great way for you to be however, it probably will not make a dent in the office behavior. In fact, you might even end up more isolated.

Four is the only real solution to save your sanity.

 
 
 

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