Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, April 23, 1995 TAG: 9504210067
SECTION: BUSINESS PAGE: F4 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A. "With all due...,'' "I'm not an expert, but...'' and similar statements are "disclaimers." These and similar remarks serve as a "neutralization of the norm," says Dretha M. Phillips, associate professor of sociology at Roanoke College.
Rules for behavior, or norms, generally prevent us from engaging in discourteous behavior. In using disclaimers, Phillips suggests, "we neutralize the power of the norm that would prevent us from doing those kinds of outrageous things."
Understanding the power of neutralizing norms "helps us understand how people believe in the norm, want to acknowledge that they do believe in that norm, but reduce the power of the norm." Phillips says this equates to stating, "I'm not really doing what it sounds like I'm doing."
Phillips also finds disclaimers "neutralize the response. If someone responds to the perceived wickedness, then they're the ones who have violated the norms." An offended individual can also be admonished with "I told you I didn't want to hurt your feelings."
Phillips notes that disclaimers placed before the text of the communication are justifications; when they follow the act or statements, they're rationalizations.
Rationalizations, for example, are used after one takes a ream of paper from work for home use. Phillips believes that saying, "There's no real victim there," is a rationalization to neutralize norms against theft.
Used infrequently and for minor norm-violations, justifications and rationalizations smooth communication difficulties. Frequent, or deliberately harmful, use suggests an individual intent on escaping accountability.
Q. Everyone uses the kitchen in our office, but no one washes up or empties refrigerator remains. It makes me mad just to walk in there.
A. Communal space inspires the belief that "someone will take care of it." Alternatively, some don't think about messes left behind.
If possible, have your janitorial service include kitchen cleanup as part of the service. If that's not an option, promote awareness of the problem. Your goal is to have everyone assume personal responsibility.
At your next staff meeting, describe the problem. You'll probably have immediate support. Ask for resolutions. If none are forthcoming, propose that everyone wash his or her own dishes, wipe the microwave after spills, and remove leftovers every Friday.
Take caution not to appear as if you're smacking hands for bad behavior. You're asking for help in solving a problem. Request feedback or alternatives.
If everyone agrees on the solutions, post reminders. Include a note over the coffee pot to "Make a fresh pot if you take the last cup." "Wash your dishes before leaving the kitchen." "Friday at 4:30 the refrigerator is emptied. All containers will be discarded." Until cleanup is a habit, police the kitchen. Each Friday, circulate a memo reminding folks to empty the refrigerator.
Ensure adequate cleaning supplies are available to make compliance possible. Include kitchen protocol in the orientation of new hires.
When made aware of the problem and expected behavior, most co-workers will cooperate.
Q. One of our supervisors, a good person, ends requests with "You'll do it, if you know what's good for you." Why? We always meet the requests. It's demoralizing.
A. Stan Kossen, author of "The Human Side of Organizations" (1991), sees authority as "the right or power delegated to individuals to make decisions, act, and direct others to act." Comments such as "If you know what's good for you" or "I am your supervisor and you will...'' indicate a supervisor's discomfort with authority.
When a supervisor isn't clear on the amount of authority a position carries, it's easier to restate the authority rather than trust others to act appropriately.
Supervisors insecure in their ability and authority may also overstate the obvious, which is that they have the right to make requests.
Such supervisors are unaware of the damage such statements cause. These comments do undermine trust and instill fear - outcomes that undermine productivity.
Talk with your supervisor. Begin with reference to some positive aspect of the supervisor, link that to your belief that he or she will want to resolve a problem once aware of it, and then state the problem.
Most supervisors don't want to terrorize staff. Once supervisors understand they have support and that staff will carry out tasks, the damaging statements should stop.
by CNB