As I look at my posts so far, I’m noticing that my comments and examples are slightly skewed toward what I think of as “already ripe” situations. My role as an Employee Assistance provider has meant that clients tended to come through the door asking for help with a “situation” and – quite honestly – ”ripe” is so often understating how far along, and even out-of-control, things have gotten. “Train wreck” might be a better description.
So, when faced with trying to actually help a live person’s real problem, as opposed to telling them what they could have done to keep the situation from starting up in the first place, has meant that I have two basic tasks: a) calm the person down so that they can access the ”hope” implied by actively seeking help in the first place, and b) provide the plausible, actual basis for that hope by suggesting and/or helping them develop action strategies that will make things somewhat better.
Am I overstating the extent of “social Darwinism” in the workplace? Possibly, since it’s also very true that I’ve worked in some extremely positive situations, where virtually everyone behaved like an adult, and mostly focused on the work. That’s always a potential problem with emphasizing “ripe” situations – it might distort the picture of reality itself.
Still, I have to say, it’s amazing how it all unravels so quickly when some sort of challenge, problem, or piece of negativity erupts – and now everyone is deciding first and foremost, whose side am I on, and who’s on mine?
This tendency is both real “out there” and also a part of the”wiring” of most of our fellow human beings. Which is why I find it pretty hard not to include looking at the “undercurrent” as part of any conversation about supervision and management.
What continues to be true is that good managers adapt to the human condition – without being trapped by it.
