Personality Disorders within the Workplace...

  Personality Disorders within the Workplace:

an analysis of Narcissism & Obsessive Compulsive Personality Disorder

“Personality is a key factor in determining the quality of interpersonal relationships in the workplace, which in turn influences the overall work environment.  Personality disorders by their very nature are diagnoses that result in negative interpersonal interactions and dysfunctional behaviors, which necessarily affect the workplace as a whole” (Thomas & Hersen, 2004, p. 159).  These types of disorders may significantly alter an individual’s cognition, emotion, interpersonal functioning, or impulse control.  The following will briefly analyze various personality disorders in the workplace, and then specifically focus on narcissism and obsessive compulsive personality disorder.

            According to Cavaiola and Lavender (O’Farrell, 2001), the top ten types of dysfunctional people on the job are as follows: the schizoid, paranoid, anti-social, histrionic, borderline, narcissist, obsessive compulsive, dependent, passive-aggressive, and avoidant.  The Diagnostic and Statistical Manual of Mental Disorders – Fourth Edition – Text Revision goes on to group these disorders into clusters based on similar characteristics.  Cluster A, those affected by schizophrenia and paranoia, appear odd or eccentric.  The schizoid dislikes interpersonal interaction and has abnormal ways of thinking and behaving.  Paranoid individuals are distrustful and have difficulty interpreting other’s behaviors.  They feel as if the world is plotting against them.  Cluster B, the anti-social, histrionic, borderline, and narcissistic; tend to be erratic, emotional, or dramatic.  Anti-social personalities continuously disregard the rights and belongings of others with no regret.  Histrionics are the ‘drama queens’.  They must be the center of attention.  Borderline individuals “have impulsive behavior patterns, a fear of abandonment, and unstable moods and relationships with others” (Thomas & Hersen, 2004, p. 148).  The Narcissist constantly needs to be adored, is extremely cocky, and neglects the wants and needs of others.  Lastly, Cluster C, obsessive compulsive, dependent, passive-aggressive, and avoidant, is characterized as being apprehensive or anxious.  Obsessive compulsive individuals are controlling perfectionists.  Dependents are needy, clingy, and submissive.  Passive-aggressive people are subtle rebels.  And avoidant personalities are shy, “have very low self-esteem and are hypersensitive to criticism or rejection” (Thomas & Hersen, 2004, p.148).

Now begins an in-depth analysis of narcissism.  Again, narcissists possess an exceptional interest in and admiration of themselves.  The term, narcissism, was developed from Greek mythology; “Narcissus was a handsome young boy who fell in love with his own reflection, then died of starvation by confusing that reflection with his true self” (Thomas, 2010).  In 1898 the term was introduced into psychological literature by Havelock Ellis.  His exact usage was Narcissus-like referring to “a tendency for the sexual emotions to be lost and almost entirely absorbed in self admiration” (Raskin & Terry, 1988).  By 1914 narcissism had become the nucleus of Freud’s meta-psychological and clinical thinking.  Many contemporary historians believe the condition was central to the development of Freud’s “structural model (id, ego, and superego), concept of the ego ideal and subsequently the superego, shift from an id psychology to an ego psychology, and object relations theory” (Raskin & Terry, 1988).  

The addiction to self-image associated with narcissism causes those affected to manipulate work and social relationships in order to validate a self which is incapable of sustaining a sense of well-being.  Vaknin (2007) agrees and further states, “Narcissists are good actors.  They are adept at charming others, persuading them, manipulating them, or otherwise influencing them to do their bidding” (HealthyPlace.com Staff Writer, 2007).  Due to this fact, it’s difficult to recognize this personality type right away in most cases.  In addition, they seek other’s input to regulate their own self-worth often times by bullying tactics such as verbal and emotional abuse.  “They have no empathy and regard their co-workers as mere instruments, objects, tools, and sources of adulation, affirmation, or potential benefits” (HealthyPlace.com Staff Writer, 2007).  Workplace behaviors associated with narcissism include anger, resentment, and envy towards whomever they perceive to be the source of their frustration: a popular co-worker, a successful boss, a qualified or skilled employee.  They tend to be immature, nagging, and possess a sense of entitlement.

This type of behavior has an ill-affect on organizations.  The company’s best interests are put on hold behind the narcissist’s personal agenda.  This leads to a deterioration of the organization’s performance, lowers morale, and may cause absenteeism as others attempt to avoid the affected.  Narcissism also “results in poor judgments that turn into costly decisions, ultimately resulting in negative long-term outcomes” (Thomas, 2010).  If allowed to spread, patrimonial bureaucracy will occur as “employees become personally loyal to their superiors in such a way as to always feel the need to seek their approval before acting” (Thomas, 2010).  Without intervention, this inevitably creates a totalitarian organization.

Based on Beehr’s Meta-Model of Occupational Stress, the following steps would be beneficial coping strategies for narcissism:

1.      Identifying personal characteristics: arrogance, competitiveness, aggressiveness.

2.      Identifying stressors / strains: frustrations, insecurities, self-esteem / image issues.

3.      Coping & adaptation: assisting / influencing the affected to admit to their behavioral problems and the negative affect they are having on the organization, and / or having a narcissistic breakdown (Thomas, 2010).

It is in the best interest of the organization to allow management or senior executives to implement assessment strategies to identify the affected, in order to ward off further abuse or disregard.  This may be achieved by observing the narcissist’s attitude and arrogance, impatience, noncompliance with company regulations, their lack of empathy, and the stress levels of others (Thomas, 2010). 

Once the assessment has been made, co-workers (CW) and / or management (M) may implement intervention strategies.  The following rules were created by Grier (2010) as listed in Narcissism in the Workplace: Crime Scene – Do Not Enter:

1.      Do not attempt to reason with a narcissist. (CW)

2.      Never confront a narcissist about his misconduct when the two of you are alone. (CW)

3.      Set boundaries (CW, M)

4.      Let no negative action go unchallenged. (CW, M)

5.      Utilize leadership tactics, normal management techniques will not work.  Zero tolerance should be the rule…removal from the workplace should be management’s first instinct. (M)

6.      Keep a record of dates & incidents / conflicts. (CW, M)

7.      Expect criticism (CW)

8.      If the narcissist does not like you, do not worry, it is not about you. (CW)

9.      It is okay to feel relief / joy when you & the narcissist finally part company. (CW, M)

10.  Pick up the pieces & don’t look back (CW, M) (Grier, 2010).

The next description illustrates obsessive compulsive personality disorder (OCPD).  To begin with,   

this condition often implies a relation to obsessive compulsive disorder (OCD).  “While OCD and OCPD share some symptoms, the two disorders are unrelated” (Psychiatric-Disorders.com, 2010).  Individuals with OCD are usually aware that their obsessions are abnormal yet are determined to perform them anyway, while those with OCPD feel as if their need for strict rules and order is perfectly normal.  Also, OCD sufferers have difficulty achieving work success, yet OCPDs usually perform well in work environments.  OCPD affects over sixteen million adult Americans (7.9% of the general population) who as a result are “inflexible, perfectionists and unwilling to yield responsibilities to others” (Psychiatric-Disorders.com, 2010).  Latimer (2010) agrees, as it is one of the most common disorders he treats within his clinical practice.  He defines these people as being “preoccupied with orderliness, neatness, and cleanliness… perfectionists, constricted, and disciplined” (Latimer, 2010).  Those with OCPD respect authority and follow the rules, but are often pressed for time and appear to be extremely tense.  Other characteristics of individuals affected by OCPD are lack of generosity, neglecting social and family activities, abnormal preoccupation with lists and minor details, refusal to throw away anything (pack-rat mentality), stubbornness, and domineering.  “This behavior sets the stage for power struggles and unpleasantness with others in the family or workplace” (Latimer, 2010).  OCPD is believed to be caused by genetics as it often runs in families.  “Family dynamics and parenting styles may also explain the frequency of the disorder in some families” (Psychiatric-Disorders.com, 2010).  

Again, in the workplace, OCPD often leads to success.  People affected by this disorder “require routine and need to know where they stand in the social hierarchy, and nowhere is that hierarchy more obvious than in the workplace” (Psychiatric-Disorders.com, 2010).  Since they respect authority, comply with regulation, and tend to devote themselves to their careers, they earn recognition from their superiors.  However, to those beneath them in hierarchy, they may give harsh criticism and seem to exhibit self-righteousness.  Another problem created in the workplace due to this disorder is caused when the drive for perfectionism and picking over minor details prevents the affected from meeting deadlines and slows productivity.  In addition, “an insistence on observing even the most insignificant regulations, the need to micromanage projects, and obvious criticism and contempt for subordinates, can lead to conflict with, and alienation from, fellow employees” (Psychiatric-Disorders.com, 2010).  Another disadvantage associated with OCPD is the reaction to change.  Many affected become overwhelmed once new regulations, expectations, or management are implemented, or when the demands on them exceed their comfort level.  Often times, “someone who has worked for the same employer for years is no longer able to cope.  They start making mistakes, are anxious and depressed and leave the work place on a ‘stress leave’”(Latimer, 2010).               

Based on Beehr’s Meta-Model of Occupational Stress, the following steps would be beneficial coping strategies for OCPD sufferers:

1.      Identifying personal characteristics: abnormal preoccupations with lists, rules, minor details, perfectionism, inflexible attitude, fearing the loss of responsibility & change.

2.      Identifying stressors / strains: untidiness, disorder, flexibility, change.

3.      Coping & adaptation: avoid conflicts, set clear expectations & boundaries, psychotherapy (Psychiatric-Disorders.com, 2010).

The assessment of an individual affected by OCPD may be determined by a

fellow employee or management.  This condition is more obvious to recognize by observing the mannerisms and actions of the subject, noticing work habits, and patterns.

            Strategies towards intervention and coping may be utilized by co-workers and management, or therapists.  While long-term psychotherapy is the primary treatment for OCPD it may be combined with medication.  SSRIs (selective serotonin reuptake inhibitors) reduce compulsive behavior and treats depression caused by OCPD.  “Cognitive-behavioral therapy is often used, with an emphasis on learning to accept change, uncertainty, and lack of control over certain events.  Ideally treatment helps the patient make a transition from OCPD to a conscientious personality type…more flexible, less rigid, and better able to function” (Psychiatric-Disorders.com, 2010).  In the workplace, it’s beneficial for co-workers and management to avoid arguments and steer clear of conflicts.  However, having an understanding of what’s expected by keeping an open dialogue is encouraged in order to keep the team on track.  Management may also induce the affected to turn in early drafts of assignments in order to ward off procrastination and missed deadlines.  Dividing the workload and delegation may also assist the individual in coping with their condition (Woody, 2010).

            In general, personality disorders inhibit success and productivity in the workplace.  If the affected are not properly identified and effectively treated, they continue to ‘poison’ themselves and those in contact with them.  They could inevitably be the downfall of the organization.  However, “employers have a vested interest in joining with mental health professionals in addressing these disorders, which can have far-reaching effects on the quality of life for affected individuals, their co-workers, and the entire work environment” (Thomas & Hersen, 2004, p. 159).

References:

Grier, S. (2010). Ten Rules for Dealing with the Narcissist in your Office. Retrieved         

            April 9, 2010, from http://www.nitwonline.com/10Rules.html.

HealthyPlace.com Staff Writer, (2007). Narcissism in the Workplace. Retrieved April 9,

            2010, from http://www.healthyplace.com/personality-disorders/transcripts/

            narcissism-in-the-workplace/menu-id-62/.

Obsessive Compulsive Personality Disorder: Don’t Break the Rules. Retrieved April 9,

            2010, from http://www.psychiatric-disorders.com/articles/personality-disorders/

            obsessive-compulsive.php.

O’Farrell, P. (2001). Cast of Toxic Characters. Retrieved April 9, 2010, from

            http://www.enquirer.com/editions/2001/02/27/tem_cast_of_toxic.html.

Paul Latimer: Obsessive-Compulsive Personality Disorder. Retrieved April 9, 2010, from

http://www.kelowna.com/2010/02/18/paul-latimer-obsessive-compulsive-personality-disorder/.

Raskin, R. and Terry, H. (1988). A Priciple-Components Analysis of the Narcissistic

            Personality Inventory and Further Evidence of Its Construct Validity. Journal of

            Personality and Social Psychology, Vol. 54, No. 5, 890-902.

Thomas, D. (2010). Narcissism in the Workplace. Retrieved April 9, 2010, from

            http://www.winning-teams.com/narcissism.html.

Thomas, D. (2010). Managing a Narcissist. Retrieved April 9, 2010, from

            http://www.winning-teams.com/narcissism_manage.html.

Thomas, J.C. and Hersen, T. (2004). Psychopathology in the Workplace. New York, NY:

            Brunner-Routledge.

Woody, T. (2010). Conflict in the Cubicles. Retrieved April 9, 2010, from

            https://www.caremark.com/wps/portal/HEALTH_RESOURCES?topic=brtoxic.