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17 Ego Defense Mechanisms used at Work

17 Ego Defense Mechanisms used at Work - How we justify our actions Here is a look at ways in which our Ego justifies the actions of our Instinctive Drive and actually succumbs to the needs of it. DENIAL OF REALITY Protecting the self from an unpleasant reality by the refusal to perceive or face it. An employee disregards the health risks of smoking cigarette, by believing that the scientific evidence is worthless. FANTASY Gratifying frustrated desires by imaginary achievements A low performing employee fantasizes being recognized as the Employee of the Month and winning the lottery. REPRESSION Preventing Painful or dangerous thoughts from entering consciousness A frustrated boss’s murderous impulses towards his under-performing employee are denied access to awareness RATIONALIZATION Using contrived “explanations” to conceal or disguise unworthy motives for one’s behavior A racist HR department uses ambiguous passages from scripture to justify discrimination towards certain sects of the staff. PROJECTION Attributing one’s unacceptable motives or characteristics to others An insecure manager is convinced that all the other managers are plotting against him to get him fired. REACTION FORMATION Preventing the awareness or expression of unacceptable desires by an exaggerated adoption of seemingly opposite behavior An orthodox employee wants to go to drinking parties with the marketing team, instead he goes on to file a petition to close down all the bars. DISPLACEMENT Discharging pent-up feelings, often of hostility, on objects less dangerous than those arousing the feelings A woman harassed by her boss at work initiates an argument with her husband. EMOTIONAL INSULATION Reducing ego involvement by protective withdrawal and passivity. An employee who repeatedly falls sick and undergoes hospitalization, becomes emotionally unresponsive and apathetic INTELLECTUALIZATION (ISOLATION) Cutting off affective charge from hurtful situations or separating incompatible attitudes by logic-tight compartments. An employee given an unfair warning letter by his manager, forgoes his right to appeal and coldly insists that the manager’s decision be followed blindly. UNDOING Atoning for or magically trying to dispel unacceptable desires or acts An employee misuses saying “astagfirullah” (Forgive me lord) on a habitual basis right after he says something bad about someone. REGRESSION Retreating to an earlier developmental level involving less mature behavior and responsibility A manager who is cornered an ridiculed in a high level management meeting, throws all paper evidences on the face on his staff and shows off his Porsche design Phone IDENTIFICATION Increasing feelings of worth by affiliating oneself with a person or institution of illustrious standing A small sized company CEO becomes excessively demanding of his employees in emulation of Apple’s Steve jobs OVERCOMPENSATION Covering up perceived weaknesses by emphasizing a desirable characteristic or making up for frustration by over gratification in another A dangerously over-weight employee goes on binge eating when feeling neglected by the team or manager. ACTING-OUT Engaging in antisocial or excessive behavior without regard to negative consequences as a way of dealing with emotional stress An unhappy, frustrated sales representative has several indiscriminate affairs without regard to the negative effects of the behavior SPLITTING Viewing oneself or others as all good or bad without integrating positive or negative qualities into the evaluations; reacting to others in an “all or none”, manner rather than considering the full range of their qualities. A conflicted manager does not recognize individual qualities or characteristics of his employees. Instead, he views them as all good or all bad, seeing most of them as all bad. SUBLIMATION Channeling frustrated sexual energy into substitutive activities Excessive usage of sexual innuendos in written or verbal communication. Double-talk. FIXATION Attaching oneself in an unreasonable or exaggerated way to some person, or arresting emotional development on a childhood or adolescent level A senior manager with 10 years’ experience depending on director on guidance on how to run his department.