The "Bad Wives" In The Office Can Not Be Done.

God knows, nowadays, a lot of employees have reason to complain.

Moreover, almost every office has one or two people complaining over their heads - full of grievances and resentment.

These are the "passive motivators" by management expert Robert Roth.

"These people interact with each other or tone to suffocate the whole working environment."

Cross said that positive people act in certain ways: "they always see opportunities in reality, not restrictions."

They are looking for ways to ensure that others are part of the solution. "

Katzenbach said that they can pass these traits to those who are willing to accept it, and they often know who is most vulnerable to infection.

Of course, in large companies, managers who really understand the situation need to hire experts to screen out the best part from the informal network.

Cross said he usually works with the top of a large company.

For those of us who are at the bottom of the enterprise chain, we may have to find our own way.

But these experiences still apply.

In short, if employees are surrounded by people who make them feel good about their work and themselves, office anywhere can become a happier place.

Based on the relationship between people, from the main motivator to the energy destroyer and between the two people, regardless of the position, he claimed that the energy flow diagram of the informal network in the organization can be drawn out.

If you think it sounds a bit unreliable, you are not the only one who thinks so.

Cross and Booz Jon senior partner Jon Czen Bach have worked with such senior managers who refuse to accept this concept and refuse to believe that there is another structure beyond the workplace structure they know and control.

Katzenbach said: "if you let a high-level organization find the best motivators, they will not choose people."

But with a little digging, you can find these networks. "

We can make sketches and other illustrations to show connections between people, "said Cross, Professor of McIntire School of Commerce at University of Virginia, University of Virginia." Mcintyre,

These diagrams can show how frequently people interact and interact with each other.

"Then, we overlay the sense of belonging.

Score, "continued rose.

Finally, we can find out the positive motivators and passive motivators.

Why do we do this? There is evidence that negative motivators do harm to the company.

The Journal of Vocational Behavior published a paper in 1994.

In the paper, researchers Laurence nicowitz and Mary Rosnovskiy found that pessimistic people who work on the outlook tend to be less productive than others, no matter how satisfied they are at present.

"Even when things are good, these individuals may also be concerned about the bad side of their work," the report said.

They will also drag their colleagues into the water.

In a research report that has not yet been released and is undergoing peer review, cross also found that "negative interaction causes stress and has a significant impact on a series of indicators that measure the physical and mental health of the working environment."

In other words, we should deal with too much.

It can be overwhelming.

These negative mutual effects far exceed the positive ones.

Although the number of positive motivators in the organization far exceeds that of the negative motivators, the negative impact of negative motivators on work performance and employees' feelings is two times more positive than those of positive motivators, "Cross said.

Specifically, Crosse thinks about 5%.

It brings about 90% of job related worries.

So how can we get out of their negative energy circle? Two people, CAC Cen Bach and cross, think you should not try to change their attitude.

People who basically hate their jobs will resist any attempt to change their efforts - their ultimate goal is not necessarily to feel better.

Vice versa.

Katzenbach said that some people in the company make others feel good about their work and get satisfaction from it, even if management has never affirmed their role.

Company managers can make changes through guiding the working atmosphere.

Most of the employees are neither the top promoters nor the extremely backward ones; they are in between, but they are greatly influenced by the two.

To make everyone confident, the best way is to get them closer to the active proponent - creating opportunities for employees to learn from the best people.

Katzenbach said, positive and upward, "can be contagious".