Interacting according to social rules

As social beings, we have a tendency to judge people by their behaviour. Those who fail to comply with the social rules or unwritten customs and conventions generally adhered to in the workplace (e.g. greeting someone via the shaking of the hand) may be judged negatively. This can make it difficult for them to integrate into the workforce and often leads to exclusion or social isolation. Team work, customer liaison and other interpersonal functions at work are also compromised.

Those with a cognitive impairment (e.g. acquired brain injury, autism spectrum disorder, intellectual disability), or a psychiatric condition (e.g. social anxiety disorder, anti-social personality disorder) are more likely to ‘break the rules’ regarding social interactions and may find it difficult to control their inappropriate behaviour at work. Particular examples include:

• how close to stand to others at work (i.e. invasion of personal space)
• when and how to show emotions (e.g. becoming frustrated and aggressive easily)
• how to interpret and respond to nonverbal communication (i.e. poor visual perception of facial and body language)
• what parts of another person’s body may be touched in the workplace
• what amount of personal information should be disclosed to the general public
• how to present or introduce yourself to others in a professional manner.

Many people may not be aware of their inappropriate behaviour at work and the impact it has on relationships and interactions with others at work. Awareness can be increased and positive behavioural changes made, with the provision of relevant strategies and support. However, it is important to recognise that people have the right not to change their behaviour, even when they are made aware of the difficulties it causes in the workplace. Respecting this right is important (Brain Injury Association of Queensland 2007).

Solutions

There are a number of strategies and support services available to assist in promoting interaction according to social rules within the workplace.

On-the-job Strategies

role play or demonstrate desired or more appropriate behaviours (e.g. presenting or introducing yourself professionally), then allow the worker the opportunity to practice for themselves, providing appropriate feedback (appointing a mentor for this purpose may be effective)

• have the worker work alongside a buddy who demonstrates appropriate behaviours as a way of developing an understanding of behaviours appropriate to the work role
• praise behaviours which are more consistent with social customs or conventions (this can be as easy as a simple "well done" or showing gratitude for a change in behaviour)
• offer rewards for positive behaviour changes in order to maintain motivation levels
• foster a healthy lifestyle for workers e.g. be conscious of stress levels in the workplace, encourage physical fitness and if lunches are provided, make healthy foods available. This can aid in controlling emotions such as anger and frustration at work. 

Support Services

A trained psychologist or counsellor may be able to assist workers with the development of social skills, as well as challenge unsociable behaviours. Relevant support is available via the following links:

• Mental health, occupational stress and psychological specialists
• Employee assistance program providers

Lastly, specialist employment agencies (who provide coaching and support on-the-job for those with a disability) may also be able to assist with positive behaviour changes at work. See “Disability Employment Network” link for a list of suitable agencies providing this service.

Disability Employment Network

References/resources

Brain Injury Association of Queensland Inc. 2007, Challenging Behaviours – Fact Sheet, Brain Injury Association of Queensland Inc., Brisbane, viewed 6 July 2007.

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Controlling anger and frustration