Jennifer Newman: Defence mechanisms in the workplace

The workplace can be psychological minefield of critical feedback, abrupt colleagues and micro managing supervisors.

In response, we all wear what CBC workplace columnist Jennifer Newman calls "psychological armour" to work. 

Newman sat down with Laura Lynch, host of CBC's The Early Edition, to break down how defense mechanisms are used in the workplace.

Laura Lynch: What kinds of defense mechanisms get workers into trouble?

Jennifer Newman: Denial is a big one. That's when a worker refuses to accept a fact about themselves or their behaviour even with feedback they get they might act like they didn't even hear the feedback or it's not an issue.

We all know workers who have temper tantrums at work. What defense mechanism are they employing?

Workers may be encountering thoughts or feelings they have trouble expressing so, instead of saying how they feel they'll start dealing with it inappropriately and we call that acting out.

That is a defense mechanism I worked with a manager that threw things when he heard things from staff he didn't like to hear. People of course stopped giving him information that he needed to run the joint.

What other kinds of defense mechanisms do workers use at work?  

They might deal with stress using what we call displacement.

That's when you're directing negativity at others. If they're angry at the boss and unable to talk about it out of fear of losing their job or something like that, they might take it out on the family.

Another one is intellectualization. That's used when a worker insists on analyzing a situation to death, rather than make a decision and they actually know the right direction but spend time pouring over minute details.

What defense mechanisms do workers use when they make a gaffe?

Rather than apologize, some workers will try to use a defense mechanism called undoing; they try to undo the mistake.

They'll be shown the error and talk about all the factors that went into how the error was made and it sounds like excuses but it's actually the effort to undo the mistake.

What kinds of defense mechanisms help workers get the job done?

Sublimation is a great one. That's when we're channeling unacceptable impulses into something productive. Workers who manage stress well often use workouts to handle their feelings. Humour is another one that's used well, making light of situations de-intensifies situations.

Or, workers will use visualization to deal with setbacks. I worked with a socially anxious worker. Basically, she imagines scenarios in which she had successful conversations at networking events and was able to actually able to prepare and decreased her anxiety through visualization.

Can employers help staff use their defense mechanisms effectively?

We just talked about somebody who acts out. You can help them talk about what they're thinking or feeling; calm them down that way and then talk about what's the more appropriate response.

Developing approachable and accessible supervisors is known to decrease the worker taking that negativity home and being mad at everyone in the household,

Assertiveness training is another way you can help staff actually learn that defense mechanism and exercise it.

Nothing is more bothersome for somebody to feel afraid or embarrassed about making a mistake or having to make an important decision, so empathise with them.

In the end, if you do that people don't have to wear too much psychological armour to work, though they'll always have to wear some.

This interview is edited for length and clarity. Listen to the entire conversation below. 

With files from CBC's The Early Edition