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terça-feira, 12 de fevereiro de 2013

Assédio Moral: Estratégia do Agressor


Estratégias do agressor

  • Escolher a vítima e isolar do grupo.
  • Impedir de se expressar e não explicar o porquê.
  • Fragilizar, ridicularizar, inferiorizar, menosprezar em frente aos pares.
  • Culpabilizar/responsabilizar publicamente, podendo os comentários de sua incapacidade invadir, inclusive, o espaço familiar.
  • Desestabilizar emocional e profissionalmente. A vítima gradativamente vai perdendo simultaneamente sua autoconfiança e o interesse pelo trabalho.
  • Destruir a vítima (desencadeamento ou agravamento de doenças pré-existentes). A destruição da vítima engloba vigilância acentuada e constante. A vítima se isola da família e amigos, passando muitas vezes a usar drogas, principalmente o álcool.
  • Livrar-se da vítima que são forçados/as a pedir demissão ou são demitidos/as, freqüentemente, por insubordinação.
  • Impor ao coletivo sua autoridade para aumentar a produtividade.

A explicitação do assédio moral:

Gestos, condutas abusivas e constrangedoras, humilhar repetidamente, inferiorizar, amedrontar, menosprezar ou desprezar, ironizar, difamar, ridicularizar, risinhos, suspiros, piadas jocosas relacionadas ao sexo, ser indiferente à presença do/a outro/a, estigmatizar os/as adoecidos/as pelo e para o trabalho, colocá-los/as em situações vexatórias, falar baixinho acerca da pessoa, olhar e não ver ou ignorar sua presença, rir daquele/a que apresenta dificuldades, não cumprimentar, sugerir que peçam demissão, dar tarefas sem sentido ou que jamais serão utilizadas ou mesmo irão para o lixo, dar tarefas através de terceiros ou colocar em sua mesa sem avisar, controlar o tempo de idas ao banheiro, tornar público algo íntimo do/a subordinado/a, não explicar a causa da perseguição, difamar, ridicularizar.

As manifestações do assédio segundo o sexo:

Com as mulheres: os controles são diversificados e visam intimidar, submeter, proibir a fala, interditar a fisiologia, controlando tempo e freqüência de permanência nos banheiros. Relaciona atestados médicos e faltas a suspensão de cestas básicas ou promoções.
Com os homens: atingem a virilidade, preferencialmente.

Assédio moral: veja os exemplos mais comuns no ambiente de trabalho


Assédio moral: veja os exemplos mais comuns no ambiente de trabalho
Por Lyvia Justino
O assédio moral pode ser definido como um comportamento abusivo, de natureza psicológica, que atinge  a dignidade psíquica do indivíduo e tendo por efeito a sensação de exclusão do ambiente e do convívio social, disse ao blog a  advogada trabalhista Alessandra Iara da Cunha para quem assédio moral é uma prática frequente de terror psicológico.
“É tortura psicológica ou humilhações no trabalho  dirigida a um determinado empregado ou a um grupo. Essas condutas são repetitivas e prolongadas, de conteúdo ofensivo e humilhante, com o propósito de diminuir a auto-estima do trabalhador”, explica ela.

São exemplos de assédio moral: gritos; reprovação reiterada do trabalho; ridicularização de uma característica física; ameaças de demissão; ofensas; sugestões humilhantes; isolamento; atribuir tarefas estranhas ou incompatíveis com o cargo, ou em condições e prazos inexeqüíveis; deixar de repassar serviços ao trabalhador, deixando-o propositalmente ocioso; designar funcionários qualificados ou especializados para funções triviais; apropriar-se de idéias, propostas, projetos ou trabalhos; desprezar, ignorar ou humilhar o empregado, isolando-o de contato com colegas e superiores hierárquicos; sonegar informações necessárias ao desempenho das funções ou relativas à sua vida funcional; divulgar rumores e comentários maliciosos ou críticas reiteradas; subestimar esforços.
 
Em relação à Legislação, Iara da Cunha diz que a CLT não trata de forma específica do tema, mas que encontra-se nas normas e princípios constitucionais o fundamento para a proteção do trabalhador, tais como o direito à saúde (incluindo a saúde mental), à intimidade, à honra e à não-discriminação.

“Além disso, a prática do assédio pode ser motivo para a rescisão indireta do contrato de trabalho, ou seja, por culpa da empresa, com fundamento no artigo 483 da CLT, por não cumprir a empresa as obrigações do contrato de trabalho e por praticar atos lesivos à honra e boa fama”, avisa.
Cunha alerta que com o assédio, toda a sociedade é prejudicada. “O empregado sofre desequilíbrio de sua saúde física e mental, sendo necessário, muitas vezes, o afastamento para recebimento de benefício do INSS; a empresa tem alta rotatividade de empregados e pode comprometer sua capacidade financeira ao ser condenada a pagar indenizações. É necessário que as empresas que realmente possuem responsabilidade social, adotem políticas internas de combate ao assédio, por meio de ouvidorias internas e externas, treinamentos e fiscalização efetiva das relações laborais”, diz ela.

Stop Using These 16 Terms to Describe Yourself Jeff HadenJanuary 17, 2013


Picture this. You meet someone new. "What do you do?" she asks.
"I'm an architect," you say.
"Oh, really?" she answers. "Have you designed any buildings I've seen?"
"Possibly," you reply. "We did the new student center at the university..."
"Oh wow," she says. "That's a beautiful building..."
Without trying -- without blowing your own horn -- you've made a great impression.
Now picture this. You meet someone new. "What do you do?" he asks.
"I'm a passionate, innovative, dynamic provider of architectural services with a collaborative approach to creating and delivering outstanding world-class client and user experiences."
All righty then.
Do you describe yourself differently – on your website, promotional materials, or especially on social media – than you do in person? Do you use cheesy clichés and overblown superlatives and breathless adjectives?
Do you write things about yourself you would never have the nerve to actually say?
Here are some words that are great when other people use them to describe you – but you should never use to describe yourself:
1. "Innovative." Most companies claim to be innovative. Most people claim to be innovative. Most are, however, not. (I'm definitely not.) That's okay, because innovation isn't a requirement for success.
If you are innovative, don't say it. Prove it. Describe the products you've developed. Describe the processes you've modified.
Give us something real so your innovation is unspoken but evident... which is always the best kind of innovative to be.
2. "World-class." Usain Bolt: world-class sprinter, Olympic medals to prove it. Lionel Messi: world-class soccer (I know, football) player, four Ballon d'Or trophies to prove it.
But what is a world-class professional or company? Who defines world-class? In your case, probably just you.
3. "Authority." Like Margaret Thatcher said, "Power is like being a lady; if you have to say you are, you aren't." Show your expertise instead.
"Presented at TEDxEast " or "Predicted 50 out of 50 states in 2012 election" (Hi Nate!) indicates a level of authority. Unless you can prove it, "social media marketing authority" might simply mean you spend way too much time worrying about your Klout score.
4. "Results oriented." Really? Some people actually focus on doing what they are paid to do? We had no idea.
5. "Global provider." The majority of businesses can sell goods or services worldwide; the ones that can't are fairly obvious.
Only use "global provider" if that capability is not assumed or obvious; otherwise you just sound like a small company trying to appear big.
6. "Motivated." Check out Chris Rock's response (not safe for work or the politically correct) to people who say they take care of their kids. Then substitute words like "motivated."
Never take credit for things you are supposed to do – or supposed to be.
7. "Creative." See particular words often enough and they no longer make an impact. "Creative" is one of them. (Use finding "creative" references in random LinkedIn profiles as a drinking game and everyone will lose -- or win, depending on your perspective.)
"Creative" is just one example. Others include extensive, effective, proven, influential, team player... some of those terms may truly describe you, but since they are also being used to describe everyone they've lost their impact.
8. "Dynamic." If you are "vigorously active and forceful," um, stay away.
9. "Guru." People who try to be clever for the sake of being clever are anything but. (Like in #8.) Don't be a self-proclaimed ninja, sage, connoisseur, guerilla, wonk, egghead... it's awesome when your customers affectionately describe you that way.
Refer to yourself that way and it's obvious you're trying way too hard to impress other people – or yourself.
10. "Curator." Museums have curators. Libraries have curators. Tweeting links to stuff you find interesting doesn't make you a curator... or an authority or a guru.
11. "Passionate." I know many people disagree, but if you say you're incredibly passionate about, oh, incorporating elegant design aesthetics into everyday objects, to me you sound over the top.
The same is true if you're passionate about developing long-term customer solutions. Try the words focus, concentration, or specialization instead.
Or try "love," as in, "I love incorporating an elegant design aesthetic in everyday objects." For whatever reason, that works for me. Passion doesn't. (But maybe that's just me.)
12. "Unique." Fingerprints are unique. Snowflakes are unique. You are unique – but your business probably isn't. That’s fine, because customers don't care about unique; they care about "better."
Show you're better than the competition and in the minds of your customers you will be unique.
13. "Incredibly..." Check out some random bios and you'll find plenty of further-modified descriptors: "Incredibly passionate," "profoundly insightful," "extremely captivating..." isn't it enough to be insightful or captivating? Do you have to be profoundly insightful?
If you must use over-the-top adjectives, spare us the further modification. Trust that we already get it.
14. "Serial entrepreneur." A few people start multiple, successful, long-term businesses. They are successful serial entrepreneurs.
The rest of us start one business that fails or does okay, try something else, try something else, and keep on rinsing and repeating until we find a formula that works. Those people are entrepreneurs. Be proud if you're "just" an entrepreneur. You should be.
15. "Strategist." I sometimes help manufacturing plants improve productivity and quality. There are strategies I use to identify areas for improvement but I'm in no way a strategist. Strategists look at the present, envision something new, and develop approaches to make their vision a reality.
I don't create something new; I apply my experience and a few proven methodologies to make improvements.
Very few people are strategists. Most "strategists" are actually coaches, specialists, or consultants who use what they know to help others. 99% of the time that's what customers need – they don't need or even want a strategist.
16. "Collaborative." You won't just decide what's right for me and force me to buy it?
If your process is designed to take my input and feedback, tell me how that works. Describe the process. Don't claim we'll work together -- describe how we'll work together.
That’s my list -- clearly subjective and definitely open to criticism.
So, more importantly, what do you think? What would you add or remove from my list?
The way we describe ourselves is critical to making a good first impression, so let others benefit from your perspective in the comments below.
More from my Inc. columns:

    The Most Important Interview Question of All Time - Part 1


    (NOTE - this is not the ONLY question, just the most important.Make sure you check out THE ANSWER (Part 2) post. Part 3 is for job-seekers on how to prepare for the interview.)
    Over the past 30+ years as a recruiter, I can confirm that at least two-thirds of my hiring manager clients weren’t very good at interviewing. Yet, over 90% thought they were. To overcome this situation, it was critical that I became a better interviewer than them, to prove with evidence that the candidate was competent and motivated to do the work required. This led me on a quest for the single best interview question that would allow me to overcome any incorrect assessment with actual evidence.
    It took about 10 years of trial and error. Then I finally hit upon one question that did it all.
    Here’s it is:
    What single project or task would you consider the most significant accomplishment in your career so far?
    To see why this simple question is so powerful, imagine you’re the candidate and I’ve just asked you this question. What accomplishment would you select? Then imagine over the course of the next 15-20 minutes I dug deeper and asked you about the following. How would you respond?
    • Can you give me a detailed overview of the accomplishment?
    • Tell me about the company, your title, your position, your role, and the team involved.
    • What were the actual results achieved?
    • When did it take place and how long did the project take.
    • Why you were chosen?
    • What were the 3-4 biggest challenges you faced and how did you deal with them?
    • Where did you go the extra mile or take the initiative?
    • Walk me through the plan, how you managed to it, and if it was successful.
    • Describe the environment and resources.
    • Describe your manager’s style and whether you liked it or not.
    • Describe the technical skills needed to accomplish the objective and how they were used.
    • Some of the biggest mistakes you made.
    • Aspects of the project you truly enjoyed.
    • Aspects you didn’t especially care about and how you handled them.
    • How you managed and influenced others, with lots of examples.
    • How you were managed, coached, and influenced by others, with lots of examples.
    • How you changed and grew as a person.
    • What you would do differently if you could do it again.
    • What type of formal recognition did you receive?
    If the accomplishment was comparable to a real job requirement, and if the answer was detailed enough to take 15-20 minutes to complete, consider how much an interviewer would know about your ability to handle the job. The insight gained from this type of question would be remarkable. But the real issue is not the question, this is just a setup. The details underlying the accomplishment are what's most important. This is what real interviewing is about – getting into the details and comparing what the candidate has accomplished in comparison to what needs to be accomplished. Don’t waste time asking a lot of clever questions during the interview, or box checking their skills and experiences: spend time learning to get the answer to just this one question.
    As you’ll discover you’ll then have all of the information to prove to other interviewers that their assessments were biased, superficial, emotional, too technical, intuitive or based on whether they liked the candidate or not. Getting the answer to this one question is all it takes.