escalate or become more detailed. “I could
just kill him,” can indicate simple annoyance;
“I’m going to get my brother’s ’38 and just
walk into his office some morning and blow
him away,” includes plans of time, place, and
means, and is cause for immediate action.
Violence or threats of violence are unaccept-
able and cannot be tolerated, whether they
are directed toward inanimate objects,
toward others, or are self-destructive.In the face of violent behavior, a supervisor
might choose to give a single warning, e.g.,
for throwing a gel comb to the floor; other-
wise, anyone who observes violence should
involve others immediately. Depending on
the episode, such notification might involve
any or all of the following: the supervisor, the
institution’s EAP, the department head, the
dean, and/or campus security. In extreme
cases, confrontation can be dangerous, so let
professionals handle the situation. If you find
yourself in a volatile situation, stay cool,
speak more slowly than the potentially vio-
lent person, and ask the person to suggest
solutions that would have avoided activating
his or her anger.
In all interactions, preserve the other per-
son’s dignity. Maintain confidentiality and
be humane. If others must be informed
about the situation, do so in private. The
bottom line is that it may be necessary to ask
an unstable individual to leave your labora-tory. This may become more difficult with
time, so it is important to be equitable and
allow opportunities for resolution, but to
move decisively if these efforts are unsuc-
cessful. Ask for advice to make sure that you
comply with relevant personnel policies.
However, be aware of the responsibility car-
ried by every supervisor to ensure a safe
working environment that enhances every-
one’s ability to achieve their personal and
scientific goals.
Of course, if the unstable person is an
equal or a supervisor, then many of these
options would be difficult to implement.
However, regardless of the level of one’s
position, it is wise to seek consultation about
the best possible strategies, document
episodes as they occur, solicit support among
other colleagues, and set limits. If the situa-
tion becomes intolerable, consider other
actions, such as filing a grievance or looking
for a position that provides a positive work-
ing environment.Some people feel an overwhelming level of
guilt and uncertainty at finding themselves in
a difficult interpersonal situation, even when
their contribution has been minimal.
However, it is more productive to engage in
assessment and problem-solving than self-
reproach. Every professional benefits from
developing the skills to work productively
with a wide variety of people, and this
includes recognizing and taking appropriate
action when behavior patterns disrupt the
work environment. Sometimes professional
help can be a key element in developing a
resolution that benefits everyone involved. ■58 CAREER ADVICE FOR LIFE SCIENTISTS
“I could just kill him,” can
indicate simple annoyance;
“I’m going to get my brother’s
’38 and just walk into his office
some morning and blow him
away,”...is cause for immediate
action.In all interactions, preserve the
other person’s dignity. Maintain
confidentiality and be humane.