þÿ<!-- * Author: Dr. Lynn Friedman * Copyright. 2006-8 Dr. Lynn Friedman. 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By examining workplace dynamics -- hirings, firings, narcissistic bosses and passive aggressive employees, the office scapegoat and the bosses pet, corporate dysfunction and corporate health, happy employees and miserable ones -- Friedman puts "Corporations on the Couch" in her widely popular column by that name. The psychoanalyst, psychologist, Johns Hopkins faculty member, organizational consultant and executive coach explains, in frank and often funny terms, how corporate cultures and corporate leaders support and sustain (albeit inadvertently) the surprising, strange and truly bizarre array of workplace behaviors. And, like any good therapist, Friedman helps readers to get off the couch, build healthy relationships and end bad ones."> <meta name="keywords" content="Dr. Lynn Friedman, Lynn V. Friedman, corporations on the couch - diversity - leading diverse teams for competitive advantage - organizational dynamics - organizational dynamic - corporate - corporations -coach -career -couch - what is the meaning of psychoanalysis - applied psychoanalysis - The Washington Psychoanalyst -Dr. Lynn Friedman - psychoanalyst - clinical psychologist - psychologist - psychoanalytic - psychoanalysis - psychoanalyst - washington - d.c. - dc - maryland - bethesda - chevy chase - silver spring - rockville - northern virginia - arlington - virginia - fairfax - baltimore - johns hopkins - psychotherapy - work-life - johns hopkins - lynne - lynn - friedman -freedman -friedman - washington psychoanalyst - apsa - american psychoanalytic-friendship heights- washington post,"> <meta http-equiv="content-language" content="en-us"> <meta http-equiv="content-type" content="text/html; charset=iso-8859-1"> <meta http-equiv="expires" content="0" /> <meta http-equiv="pragma" content="no-cache"> </head> <!-- The first four attributes of the body tag are specific to IE and the last two are specific to Netscape. --> <body topmargin="0" leftmargin="0" rightmargin="0" bottommargin="0" marginheight="0" marginwidth="0"> <table border="0" cellspacing="0" cellpadding="0" width="100%"> <tr bgcolor="003366"> <td rowspan="2" class="barBG">&nbsp;</td> <td rowspan="2" class="barBG" width="158px" align="left"><img src="../../graphic/navigationBar/logo.gif" width="166px" height="58px" alt="Logo" border="0" /></td> <td width="582px" height="30px" align="right">&nbsp;</td> <td rowspan="2" class="barBG">&nbsp;</td> </tr> <tr bgcolor="003366" valign="bottom"> <td class="barBG" align="right"> <table border="0" cellspacing="0" cellpadding="0" width="90%"> <tr> </tr> </table> </td> <tr> <td colspan="4" bgcolor="666699">&nbsp;</td> </tr> </table> </body> </html> <ul><p><h1><a href="http://www.corporationsonthecouch.com" target="_blank">Corporations on the Couch</a></h1></p></ul> <ul><p><h3><a href="http://www.drlynnfriedman.com/about.html" target="_blank">Lynn Friedman, Ph.D., Psychoanalyst, Clinical Psychologist and Executive Coach</a></h3></p></ul> <ul><p><h3>A monthly column published in the Washington Business Journal</h3></p></ul> <!-- Body of Text Begins Here --> <p align=center> <table cellpadding=5 cellspacing=0 border=1 width=700> <tr><td valign=top bgcolor="#dddddd"><FONT SIZE="3" FACE="verdana, arial, helvetica"> <b>Diversity translates into competitive advantage</b></font> </td></tr> <tr><td valign=top><FONT SIZE="-1" FACE="verdana, arial, helvetica"> <p>You are a senior leader in an innovative technical company. Your day is ruined when Mary, one of your most accomplished managers, enters your office with a grim expression to tell you she has decided to look for a new job and to ask you for a reference.</p> <p>As the only woman in her division, she feels marginalized and isolated. While the workplace is cordial enough, her co-workers spend hours socializing outside of work -- golfing, shooting hoops and relaxing at the local watering hole. In these "liver meetings," they share departmental information, pass along plans and mentor the rookies.</p> <p>Until now, you've encouraged their camaraderie because it seems to contribute to a relaxed and friendly workplace.</p> <p>But Mary says she feels out of the loop, often getting crucial information belatedly. And she's not alone. John, a Mormon, doesn't drink with the guys, and neither does Pete, a single father with heavy family responsibilities.</p> <p>Mary hit her limit when the company internally posted an open position that she was highly qualified to handle. By the time she heard about it, one of the "golfing guys" had it sewn up. He had learned about it a few months earlier at one of the extra-curricular outings. Using that inside intelligence, he strategically positioned himself so that the promotion was all but his by the time the opening was announced.</p> <p>Mary wants to leave because she feels excluded from the group. You value her talents and skills, and you don't want to lose her.</p> <p>You're appalled by this situation and realize that employees who aren't in the office clique feel they are left to fend for themselves. The golfing crowd doesn't set out to be exclusive or hurtful, or do they? The benefits that accrue to these insiders are undeniable, and you wonder if you've somehow been complicit. How do you promote an atmosphere of inclusiveness? And how can you be helpful to Mary?</p> <p><b>A culture of 'haves' and 'have-nots'</b></p> <p>While the men might not have consciously intended to be exclusive, their loyalty to each other is apparent. It's natural for people working together to develop friendships based on things they have in common such as rooting for the same teams, frequenting the same bars or attending the same places of worship.</p> <p>These commonalities afford informal opportunities to interact, replete with special privileges not available to colleagues on the outside. A sense of intimacy and community prevails. While the guys might not have intended to isolate co-workers of different genders, religions or lifestyles, they're probably aware of the privilege of exclusion.</p> <p>Tying opportunity and promotion to anything other than performance hurts morale.</p> <p>For the "haves," the subtle awareness that rewards are not always based on merit can lead to self-doubt. They might worry about how they would fare on a level playing field, especially since they might not always receive honest feedback about their shortcomings.</p> <p>The "have-nots" feel left out and demoralized, and this can lead to poor performance, mistrust or reluctance to seek guidance when necessary. A leader who tolerates such inequities is unlikely to be respected by insiders or outsiders because, at some level, everyone knows those practices are unfair.</p> <p>Transforming an old-boy culture into an atmosphere of inclusiveness is difficult. Leaders must be explicit about expectations and performance evaluations. Feedback must be timely and direct.</p> <p>Creating project teams with people from diverse backgrounds is a good way to foster inclusiveness, promote collaboration and provide opportunities to mentor less-experienced members. If some managers don't have the skills to mentor people different from themselves, companies could provide coaching and training to help those managers, which also would show employees that management takes these changes seriously.</p> <p>Additionally, the office's social atmosphere could be enhanced by work-based opportunities for socializing for the the entire group.</p> <p><b>Fighting resistance and rage</b></p> <p>Corporate leaders who change workplace processes to promote a more hospitable environment should be prepared for resistance.</p> <p>People who previously came out ahead because of their backgrounds or genders might perceive these changes as a loss in status, and loss can be frightening and disorienting. The former insiders might react with rage or even try to scapegoat the former outsiders. These behaviors can be disruptive and upsetting, and leadership must set firm limits.</p> <p>Mary's situation, though troubling, is not irretrievable. Any attempt to retain Mary and others in similar situations must be sensitive to the hurts already sustained in the workplace. Talk with her about the challenges she faces. Ask Mary to tell you what type of support would be most helpful.</p> <p>Help her identify mentors and supportive co-workers, then encourage them to include her in professional activities outside the workplace. Meanwhile, Mary should try participate in social activities, even if she doesn't always enjoy them, and accept invitations as offered.</p> <p>An inclusive and welcoming workplace will improve not only company morale but also the company's bottom line, too.</p> <p><b>This article, <a href="http://washington.bizjournals.com/washington/stories/2006/10/16/smallb5.html" target="new window"> Diversity translates into competitive advantage by Dr. Lynn Friedman, clinical psychologist, psychoanalyst and work-life consultant, is reprinted with permission from the Washington Business Journal.</a> (Find the original article here.)</p> </font> </td></tr> </table> </p> </font> <!-- End of text page --> <!-- Body of Text Begins Here --> <p align=center> <table cellpadding=5 cellspacing=0 border=1 width=700> <tr><td valign=top bgcolor="#dddddd"><FONT SIZE="3" FACE="verdana, arial, helvetica"> <b><a href="http://www.drlynnfriedman.com/about.html"target="_blank">Connect with Dr. Lynn Friedman, psychoanalyst, psychologist, work-life coach</b></font> </td></tr> <tr><td valign=top><FONT SIZE="-1" FACE="verdana, arial, helvetica"> <i>Dr. Lynn Friedman provides organizational consultation and works with professionals and professionals-in-the-making to help them to achieve their work-life goals. </i> <br><br> <li>Is your career off-track? Are you unhappy at work? Do you find it impossible to follow through on the suggestions of career books and coaches? <a href="http://www.drlynnfriedman.com/careerassessment.pdf" target="_blank">Download Dr. Lynn Friedman's pdf file </a> examining the kinds of help that might be useful.</p> <li><a href="http://www.drlynnfriedman.com/about.html" target="_blank">If you'd like to schedule an appointment</a> with Dr. Lynn Friedman, feel free to give her a call at: 301-656-9650 <li><a href="feed://drlynnfriedman.typepad.com/dr_lynn_friedmans_blog_al/index.rdf">Subscribe to Dr. Lynn Friedman's blog feed, "All Things Psychoanalytic"</a></font> <li><a href="http://www.corporationsonthecouch.com" target="_blank">Corporations on the Couch</a> Read Dr. Lynn Friedman's monthly, Washington Business Journal, column on understanding workplace dynamics. <li>For your questions about relationships, psychotherapy and psychoanalysis, check out Dr. Lynn Friedman's new website, <a href="http://www.washingtonpsychoanalyst.com" target="_blank"> The Washington Psychoanalyst.</a></li> </font> </td></tr> </table> </p> </font> <!-- End of text page --> <!-- Body of Text Begins Here --> <p align=center> <table cellpadding=5 cellspacing=0 border=1 width=700> <tr><td valign=top bgcolor="#dddddd"><FONT SIZE="3" FACE="verdana, arial, helvetica"> <b>Would you like to read, "Corporations on the Couch" in your home town? <a href="http://www.corporationsonthecouch.com"target_blank></td></tr> <tr><td valign=top><FONT SIZE="-1" FACE="verdana, arial, helvetica"> <li><a href="https://www.bizjournals.com/subscription/index.html?market=washington" target="_blank">Working in Washington, D.C.? Subscribe here.</a> <li>Would you like to read, Corporations on the Couch, in your locale? It's nationally syndicated. Contact your local editor and request it. <a href="http://www.bizjournals.com/" target="_blank"> Find your market here.</a> </ul> </font> </td></tr> </table> <!-- Body of Text Begins Here --> <p align=center> <table cellpadding=5 cellspacing=0 border=1 width=700> <tr><td valign=top bgcolor="#dddddd"><FONT SIZE="3" FACE="verdana, arial, helvetica"> <b>People who read this article also enjoyed these columns by <a href="http://www.drlynnfriedman.com/about.html"target="_blank">Dr. Lynn Friedman, psychoanalyst, psychologist and work-life coach.</a></b></font> </td></tr> <tr><td valign=top><FONT SIZE="-1" FACE="verdana, arial, helvetica"> <li><a href="http://www.drlynnfriedman.com/corporationsonthecouchreversedelegation.html" target="_blank">Don't let your subordinates delegate work to you</a> <li><a href="http://www.drlynnfriedman.com/corporationsonthecouchretiringinplace.html"target="_blank">Retiring in Place may point to management issues</a> </ul> </font> </td></tr> </table> <br><br> <!-- Main heading bar --> <table COLS=1 WIDTH="100%" cellspacing="1" border="0"> <td BGCOLOR="navy"><font face="Arial,Helvetica" color=purple size=+2></font></td> </tr> </table> <br><br> <a name="1"> <hr noshade size=1> <center> &copy; &nbsp; <i> Copyright © 2006 Lynn Friedman, Ph.D. All rights reserved. </i></center> <font size="-3"> <p>This material is copyrighted. This blog is offered as a community service. You may transmit them free-of-charge. Feel free to forward these columns to anyone who you think might be interested, so long as not a single word is changed, added or deleted, inlcuding contact information. However, I ask that you adhere to copyright laws by providing, along with any column, all attached copyright information. It is a violation of copyright law to copy this column for commercial use and/or financial gain, to cut-and-paste this column or to use it without appropriate citation. I'll be glad to send these columns to anyone else who sends me email asking to be added to the dlist. While I invite you to link to this site, you may NOT reprint the material on a web site without my express written permission. Reprint permission will be freely granted, upon request, to student newspapers, universities and other non-profit educational organizations. Beyond this, advance written permission must be obtained prior to reprinting any of this material in modified or altered form. Thank you for your consideration.</p> <p>A final word, nothing published in this blog should be construed as a substitute for clinical, consultative or supervisory advice. If you have a mental health concern, or require consultation or supervision, please seek a consultation from a knowledgeable, well-trained, clinician. If it is an emergency seek treatment at your local emergency room.</p> <p><font face="times" size=-3><font size="-3"> </font></p> </center></font> <br><br></p> <c>Copyright Lynn Friedman, Ph.D. (2005)</c> </td> </tr> <!-- Below enter recommended readings. --> <tr> <td>&nbsp;</td> </tr> <tr> <td> <span class="text_2"> </span> </td> </tr> </span> </td> </tr> <tr> <td>&nbsp;</td> </tr> </table> </td> </tr> </table> </body> </html>