 | |  | |  | |  | |  | |  | |  |
| Available through... Amazon.ca Chapters.Indigo.ca Amazon.com |
For Immediate Release
January 28, 2008
Research in new book shows workplace stress is
akin to an abusive domestic relationship
Vancouver, Canada—The stress that employees feel in a toxic workplace is similar to that felt by people
suffering in an abusive domestic relationship, according to an author of a new book on corporate behaviour.
Dr. Eli Sopow, an Associate Faculty Member at the Royal Roads University School of Management, says his
10 years of research shows significant parallels between stressed-out employees and domestic abuse victims.
Those suffering domestic abuse can suffer from both physical and emotional abuse, a lack of self-esteem,
feelings of guilt and shame, and a fear of escaping the abuse.
He says those are exactly the same feelings employees have in toxic work environments. He says those
negative workplace feelings can often lead to depression, anxiety, a suppressed immune system, and serious
illnesses including the onset of cancer and heart attacks. As an example, he cites a 2004 study by the Public
Health Agency of Canada that says workplace stress have cost the national health system up to $14 billion a
year in extra costs.
"In a domestic abuse situation the abused person often stays because of concern for their children, a lack of
resources, worries about money and finding a job, fear of retribution, and a lack of support. They often
believe they love the abuser and things will get better in time. Those are exactly the same symptoms felt by
stressed out and burned out employees," he said.
In his book Corporate Personality Disorder: Surviving & Saving Sick Organizations, Sopow says some
organizations operate in the same way that people with human personality disorders operate. The organizations
create rules that are demanding, inflexible, controlling, blind to mistakes, and are reluctant to accept blame.
They also place a very low value on human emotions, listening to others, and sharing information. The result
is a huge conflict between the demands of the organization and the needs of employees.
"In many cases the employee is deceived into thinking they are to blame for their low job satisfaction because`
of strong-arm tactics like organizations having set quotas or outputs that must be met, a highly competitive
internal environment based on employees pitted against each other, impossible deadlines, and insincere
promises from managers that things will get better," said Sopow.
Sopow says a new generation of employees won't put up with symptoms of corporate personality disorder.
Unlike the Baby Boomer generation of employees, they have far greater employment choices before them, do
not have a strong allegiance to the organization, and are quick to challenge the status quo. Sopow says his
research on over 25,000 employees shows that the new generation of employees want the following:
1. To be recognized for a job well done
2. To have a say in major decision-making
3. To have their opinions taken seriously
4. To have a healthy work and personal life balance
5. To be informed in a timely manner about issues affecting them
6. To have workplace independence and not be micro-managed.
He says without those six critical factors being met, employees are at risk of feeling alienated, experiencing a
loss of self-esteem, and not feeling that their contributions matter. That in turn can lead to burn-out,
depression, and anger that are often carried back into their personal lives.
“When faced with stressful or threatening situations our brain instantly shifts into the freeze, flight, or fear
mode. In both domestic abuse issues and toxic workplaces, we see the same defensive mechanisms kick into
gear. People freeze, hoping for the best; they fight back with fear and anger; or they flee, leaving the abusive
situation. The big difference today is that younger employees are easily in a position to flee bad bosses and
poor organizational behaviour,” said Sopow.
In his book and related web site (www.corporatepersonalitydisorder.com), Sopow offers readers a simple
diagnostic test to see if corporate personality disorder exists in the workplace. If it does, he also offers a
prescription on how to turn toxic workplaces into healthy ones. Those “healing behaviours” according to
Sopow include:
1. Leaders and managers need to understand what drives their own behaviour, such as pride, fear, a need for
power or prestige, and a need to have control.
2. Corporations need to understand their “organizational family tree” which includes how deep culture is
affecting everyday actions, and be prepared to challenge old assumptions.
3. Throw the organization chart out the window. What really ties people together are not boxes and
connecting lines on a page, but respectful relationships, ongoing communications, and collaboration.
Sopow says his research shows that the successful organization of tomorrow will not be one structured
according to old-style mechanistic models that treat employees like a cog on a wheel, but on what he calls
"bioleadership principles" that stress emotional needs, communications, and cooperation both among
employees and with customers and clients.
He also points out that while advances are being made to recognize and deal with workplace stress and abuse,
far less is being done to address the needs of those abused in domestic relationships.
Contact: Dr. Eli Sopow, PhD
Tel: (604) 730-9676 Vancouver, Canada
E-mail: orgdoc@telus.net
Eli Sopow, PhD, is an international award-winning Associate Faculty member at the Royal Roads University
School of Management in Victoria, Canada. He holds a doctorate in human & organizational systems as well
as a Certificate in Peer Counselling. He is a partner with the research and consulting firm Sopow & Wilde in
Vancouver BC (www.bioleadership.org).
January 28, 2008
Research in new book shows workplace stress is
akin to an abusive domestic relationship
Vancouver, Canada—The stress that employees feel in a toxic workplace is similar to that felt by people
suffering in an abusive domestic relationship, according to an author of a new book on corporate behaviour.
Dr. Eli Sopow, an Associate Faculty Member at the Royal Roads University School of Management, says his
10 years of research shows significant parallels between stressed-out employees and domestic abuse victims.
Those suffering domestic abuse can suffer from both physical and emotional abuse, a lack of self-esteem,
feelings of guilt and shame, and a fear of escaping the abuse.
He says those are exactly the same feelings employees have in toxic work environments. He says those
negative workplace feelings can often lead to depression, anxiety, a suppressed immune system, and serious
illnesses including the onset of cancer and heart attacks. As an example, he cites a 2004 study by the Public
Health Agency of Canada that says workplace stress have cost the national health system up to $14 billion a
year in extra costs.
"In a domestic abuse situation the abused person often stays because of concern for their children, a lack of
resources, worries about money and finding a job, fear of retribution, and a lack of support. They often
believe they love the abuser and things will get better in time. Those are exactly the same symptoms felt by
stressed out and burned out employees," he said.
In his book Corporate Personality Disorder: Surviving & Saving Sick Organizations, Sopow says some
organizations operate in the same way that people with human personality disorders operate. The organizations
create rules that are demanding, inflexible, controlling, blind to mistakes, and are reluctant to accept blame.
They also place a very low value on human emotions, listening to others, and sharing information. The result
is a huge conflict between the demands of the organization and the needs of employees.
"In many cases the employee is deceived into thinking they are to blame for their low job satisfaction because`
of strong-arm tactics like organizations having set quotas or outputs that must be met, a highly competitive
internal environment based on employees pitted against each other, impossible deadlines, and insincere
promises from managers that things will get better," said Sopow.
Sopow says a new generation of employees won't put up with symptoms of corporate personality disorder.
Unlike the Baby Boomer generation of employees, they have far greater employment choices before them, do
not have a strong allegiance to the organization, and are quick to challenge the status quo. Sopow says his
research on over 25,000 employees shows that the new generation of employees want the following:
1. To be recognized for a job well done
2. To have a say in major decision-making
3. To have their opinions taken seriously
4. To have a healthy work and personal life balance
5. To be informed in a timely manner about issues affecting them
6. To have workplace independence and not be micro-managed.
He says without those six critical factors being met, employees are at risk of feeling alienated, experiencing a
loss of self-esteem, and not feeling that their contributions matter. That in turn can lead to burn-out,
depression, and anger that are often carried back into their personal lives.
“When faced with stressful or threatening situations our brain instantly shifts into the freeze, flight, or fear
mode. In both domestic abuse issues and toxic workplaces, we see the same defensive mechanisms kick into
gear. People freeze, hoping for the best; they fight back with fear and anger; or they flee, leaving the abusive
situation. The big difference today is that younger employees are easily in a position to flee bad bosses and
poor organizational behaviour,” said Sopow.
In his book and related web site (www.corporatepersonalitydisorder.com), Sopow offers readers a simple
diagnostic test to see if corporate personality disorder exists in the workplace. If it does, he also offers a
prescription on how to turn toxic workplaces into healthy ones. Those “healing behaviours” according to
Sopow include:
1. Leaders and managers need to understand what drives their own behaviour, such as pride, fear, a need for
power or prestige, and a need to have control.
2. Corporations need to understand their “organizational family tree” which includes how deep culture is
affecting everyday actions, and be prepared to challenge old assumptions.
3. Throw the organization chart out the window. What really ties people together are not boxes and
connecting lines on a page, but respectful relationships, ongoing communications, and collaboration.
Sopow says his research shows that the successful organization of tomorrow will not be one structured
according to old-style mechanistic models that treat employees like a cog on a wheel, but on what he calls
"bioleadership principles" that stress emotional needs, communications, and cooperation both among
employees and with customers and clients.
He also points out that while advances are being made to recognize and deal with workplace stress and abuse,
far less is being done to address the needs of those abused in domestic relationships.
Contact: Dr. Eli Sopow, PhD
Tel: (604) 730-9676 Vancouver, Canada
E-mail: orgdoc@telus.net
Eli Sopow, PhD, is an international award-winning Associate Faculty member at the Royal Roads University
School of Management in Victoria, Canada. He holds a doctorate in human & organizational systems as well
as a Certificate in Peer Counselling. He is a partner with the research and consulting firm Sopow & Wilde in
Vancouver BC (www.bioleadership.org).