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56 CAREER ADVICE FOR LIFE SCIENTISTS

Dealing with Unstable Colleagues

Sara (Sally) Tobin

Stanford University

S

cience requires intense dedication, and scien-

tists generally tolerate the eccentricities of their

equally intense colleagues. However, some-

times behavior by a colleague can interfere with the

work environment. Following are some general

guidelines about how to recognize and deal with

unstable colleagues. Symptoms of three levels of

counterproductive behavior—those that transcend

working styles or eccentricities—are summarized,

and actions are suggested.

It is a challenge to distinguish between problems

that can be resolved by firmness, support and informa-

tion, and those that require specialized expertise and

resources. Most scientists do not have the necessary

mental health training to deal with a person who has

significant mental health issues. It is always appropri-

ate to provide positive mentoring, but not therapy.

Most potential problems can be avoided by taking

care in hiring employees and in taking on students

and postdoctoral fellows. Talk with previous supervi-

sors and review performance records. Be clear about

expectations for laboratory conduct, cooperation, pro-

fessionalism and safety, and discuss possible conse-

quences. Whenever possible, have the person do a

trial or rotation in the lab, and give periodic feedback

about whether standards are being achieved.

However, even with these precautions, problem

behavior may still appear.

Handling Manipulative Behavior

Sometimes behavior patterns can reflect a coping

style designed, perhaps unconsciously, to keep others

off balance, or to elicit special treatment. Such behavior

can range from abusive outbursts to a pattern of excus-

es or passive inaction. For instance, a colleague may

engage in “inspired incompetence” that results in shift-

ing responsibilities to others. Occasionally a student