Page 11 - COMENIUS MANAGEMENT REVIEW
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spectrum of defence mechanisms and polarization, along with victim accusation and stigmatization
until ousting or denying.
Today’s anger in business is known to each of us. Everybody deals with that situation
differently, namely with an anger with colleagues, consumers or superiors. Someone can take anger
personally, but there is a possibility to fall psychologically ill. Other one can show anger, but it
could effect negatively in coherence with a relationship in a social environment. Repeatedly others
can deal with a feedback, prevent from conflicts by slick speaking. We cannot speak about
interpersonal conflicts in coherence with these reactions, even though they are utilized by
colleagues as legitimate. It could occur when two rival colleagues try to demonstrate their best skills
to be a favourite of superior. The same situation could occur when chemistry or sympathy between
two colleagues does not match and they communicate only on a professional level. You can find
this kind of stress or conflicts in every company, which builds a dynamic and externally oriented
social system. The absolute harmony could mean also idleness in such a system. Therefore these
strained situations at work, angry words or quarrels among colleagues do not signify any
interpersonal conflicts (Becker 1993).
Typical for systematic animosity and actual anger is a victim standing in the centre of an
observation. This victim is regularly attacked by colleagues or superiors for months, often for years.
This can happen sometimes until the mentioned one psychically and physically breaks down. In
opposition to situations that create anger and could be named by the affected one as a rule,
interpersonal conflicts are mostly subconscious and subtle. The management often does not
anticipate what kind of chicanery or intrigues have been conceived. The conception of interpersonal
conflicts includes conflicts, which are not visible at work, chicanery, permanent annoying, constant
and returning insulting or feeling ashamed, permanent tyranny or discourage (Huber 1993). Here
are some typical examples for interpersonal conflicts:
Permanent unjustified critique at work
Statement or speech restriction
Contact refusal (social and/or spatial isolation)
Permanent slanders
Denials
Defamation
Dismiss
Permanent sexual advances and/or sexual offers
Nature and content of work instruction
