Workplace Interpersonal Relations Theory
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Description
Book Introduction
***Author selected as a global business thinker by 'Thinkers50 Radar' in 2023 ***Highly recommended by Adam Grant, Daniel Pink, and Daniel Goleman! ***Selected by Fortune as one of the "Books You Must Read Before the Year Is Out" In the end, it's all about relationships! A guidebook for those who find people more difficult than work. At work, relationships can be your greatest strength or your greatest challenge. 『Human Relations in the Workplace』 is a book that helps you deal with that reality well. This book is full of practical advice and strategies for those of you who are tired of interpersonal relationships at work. If you're looking for ways to build collaborative relationships with even the most demanding coworkers, this book will help. What's the most difficult and challenging aspect of the workplace? The work? The salary? The experience? Working for someone else's money is inherently difficult and demanding, but the most challenging aspect, by far, is "people." Every year, when surveys are conducted in numerous places about the "hardest thing at work," "workplace bullying and interpersonal problems" always top the list. People often quit their jobs because the people are more difficult than the work, but at the same time, there are many people who cannot quit right away because of reality and livelihood. If you're having a hard time at work because of people, should you quit immediately? Or should you just endure it and persevere? Neither. This is not such a simple matter. This book teaches you how to systematically resolve conflicts and relationship issues that arise in the workplace, rather than simply avoiding them or reacting emotionally. The author identifies eight types of "difficult colleagues" and offers practical approaches for working successfully with them. Amy Gallo, an expert on workplace relationships and conflict resolution, is an editor and contributor to Harvard Business Review and frequently writes and lectures on topics such as gender, interpersonal relationships, feedback, and effective communication. We work with individuals, teams, and organizations in the United States and other countries, helping them transform their organizational cultures to support dissent and debate by improving how they collaborate and communicate. Additionally, Gallo has been recognized as a world-class business thinker by being selected for the 'Thinkers50 Radar', a ranking of global business thinkers, and is also active as an instructor for Daniel Goleman's emotional intelligence coaching program. Gallo's first translated book in Korea, "Human Relations in the Workplace," was selected as "Book of the Year" by Fortune. This book is full of practical advice and practical strategies. Rather than remaining theoretical or abstract, we provide concrete, actionable solutions that can be implemented immediately. Additionally, by vividly showing various cases that occurred in real-life work environments, it allows readers to apply it to their own situations. And it offers a very important new perspective. Is the problem really only with that colleague? Am I a perfect person, free from any issues, stereotypes, or prejudices? In fact, the odds are high that's not the case. So, instead of blaming others for the cause of conflict, this book helps you reflect on your own roles and actions and improve them. |
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index
Praise poured in for this book
Entering_Can't we all get along?
Part 1: Preparing for a Good Life
Chapter 1: Why It's Worth the Struggle with Workplace Relationships
Like it or not, relationships in the workplace are important.
Chapter 2: The Conflicting Brain
How Our Thoughts Work Against Us
Part 2, 8 Types
Chapter 3: Unstable Boss
“I’m really good at my job, aren’t I?”
Chapter 4: The Pessimist
“This will never work.”
Chapter 5: The Victim
“Why does this always happen to me?”
Chapter 6: Passive-Aggressive Coworkers
“It’s okay, whatever it is, it doesn’t matter.”
Chapter 7: The Know-It-All
“In my time….”
Chapter 8 The Bully
“I had a hard time, so you should have a hard time too.”
Chapter 9: Prejudiced Colleagues
“Why are you so sensitive?”
Chapter 10: The Male Politician
“If you don’t move up, you’ll fall behind.”
Chapter 11: Nine Principles for a Healthy Relationship
That person can change too!
Part 3: Protecting Yourself
Chapter 12 When All Else Fails
It's too early to give up
Chapter 13: Approaches that have little effect
This method only makes the situation worse.
Chapter 14 Self-Care
My happiness comes first
Appendix: Who Am I Dealing With? (How to Determine Your Coworker's Type)
Acknowledgements
annotation
source
Entering_Can't we all get along?
Part 1: Preparing for a Good Life
Chapter 1: Why It's Worth the Struggle with Workplace Relationships
Like it or not, relationships in the workplace are important.
Chapter 2: The Conflicting Brain
How Our Thoughts Work Against Us
Part 2, 8 Types
Chapter 3: Unstable Boss
“I’m really good at my job, aren’t I?”
Chapter 4: The Pessimist
“This will never work.”
Chapter 5: The Victim
“Why does this always happen to me?”
Chapter 6: Passive-Aggressive Coworkers
“It’s okay, whatever it is, it doesn’t matter.”
Chapter 7: The Know-It-All
“In my time….”
Chapter 8 The Bully
“I had a hard time, so you should have a hard time too.”
Chapter 9: Prejudiced Colleagues
“Why are you so sensitive?”
Chapter 10: The Male Politician
“If you don’t move up, you’ll fall behind.”
Chapter 11: Nine Principles for a Healthy Relationship
That person can change too!
Part 3: Protecting Yourself
Chapter 12 When All Else Fails
It's too early to give up
Chapter 13: Approaches that have little effect
This method only makes the situation worse.
Chapter 14 Self-Care
My happiness comes first
Appendix: Who Am I Dealing With? (How to Determine Your Coworker's Type)
Acknowledgements
annotation
source
Detailed image
Into the book
Conflict in the workplace is unavoidable.
Because it is a part of human relationships.
But there is a better way than just enduring it.
--- p.22, from “Introduction”
Strong relationships with people at work are a source of energy and joy, and a foundation for support and growth.
But when cracks appear in a relationship, they can cause pain, frustration, and even sadness.
--- pp.37-38, from “Chapter 1: Why It’s Worth the Trouble with Interpersonal Relationships at Work”
In almost everything, success depends on getting along well with other people.
--- p.41, from “Chapter 1: Why It’s Worth the Trouble with Interpersonal Relationships at Work”
Basically, we pay more attention to negative events than positive ones.
If you're having a good day, but then your afternoon is ruined by a meeting with a passive-aggressive coworker, you might tell your spouse or friends that you had a "terrible" day.
--- p.59, from “Chapter 2: The Conflicting Brain”
Each fight we have with that annoying person we keep bumping into is different, but there is one thing that never changes.
It's you.
--- pp.73-74, from “Part 2, 8 Types”
It's never too late to reset your relationship.
--- p.92, from “Chapter 3 Unstable Boss”
Emotions are contagious.
This is true for both positive and negative emotions.
So, if there are pessimistic people around you, it's easy to get caught up in their views.
As a result, you may experience some of the costs described above, such as feeling discouraged, worrying more than usual about negative outcomes, and feeling like your work isn't contributing to the company.
--- p.111, from “Chapter 4: The Pessimist”
It's incredibly frustrating to work with someone who avoids responsibility.
You may feel discouraged by their negative comments and attitudes, or you may even burn out trying to deal with behaviors that lower team morale.
They are also more likely to become angry if you take on the emotional burden of having to constantly reassure them or take on the work they need to do.
--- p.133, from “Chapter 5: Victims”
People don't consciously decide to behave passive-aggressively.
Most often, it manifests as a reaction to fear of failure or rejection, avoidance of conflict, and a desire for power.
--- p.148, from “Chapter 6 Passive-Aggressive Colleagues”
The coworker who is harassing you may be acting according to norms established by others in the organization rather than seeking personal revenge.
And if so, you might want to consider whether this is where you really want to work.
--- p.210, from “Chapter 8: The Bully”
Deciding whether to confront discrimination, and if so, when and how, is an incredibly complex task.
In particular, depending on how you approach it, you may be at a disadvantage.
That's why workplace bias is particularly dangerous.
--- p.223, from “Chapter 9 Prejudiced Colleagues”
Helping a colleague correct his or her own biases is actually doing them a favor.
--- p.236, from “Chapter 9 Prejudiced Colleagues”
If there were an easy way to persuade an annoying coworker to change his or her behavior, this book would probably be much thinner.
But realistically speaking, few people change their behavior overnight just because someone else wants them to.
People change their behavior only when they want to.
--- p.286, from “Chapter 11 Nine Principles for a Smooth Relationship”
The only thing we can control is ourselves.
--- p.287, from “Chapter 11 Nine Principles for a Smooth Relationship”
It may feel miserable, but if you can't realistically quit right away, you can set some criteria to determine how much longer you can go.
When you see the light at the end of the tunnel, you will have the strength to endure until you quit your job.
--- p.322, from “Chapter 12 When All Else Fails”
At first glance, this counterproductive approach may seem appealing.
But when one tire is punctured, puncturing the rest of the tires doesn't solve the problem.
--- p.334, from “Chapter 13 Approaches with Little Effect”
Conflicts of opinion are inevitable, normal, and healthy in relationships with others.
Our goal is not to make you feel comfortable at every step, but to strengthen your relationships and take care of yourself.
--- p.349, from “Chapter 14 Self-Care”
Of course, it won't always be easy, but we can build better relationships both inside and outside of work.
We deserve it.
Because it is a part of human relationships.
But there is a better way than just enduring it.
--- p.22, from “Introduction”
Strong relationships with people at work are a source of energy and joy, and a foundation for support and growth.
But when cracks appear in a relationship, they can cause pain, frustration, and even sadness.
--- pp.37-38, from “Chapter 1: Why It’s Worth the Trouble with Interpersonal Relationships at Work”
In almost everything, success depends on getting along well with other people.
--- p.41, from “Chapter 1: Why It’s Worth the Trouble with Interpersonal Relationships at Work”
Basically, we pay more attention to negative events than positive ones.
If you're having a good day, but then your afternoon is ruined by a meeting with a passive-aggressive coworker, you might tell your spouse or friends that you had a "terrible" day.
--- p.59, from “Chapter 2: The Conflicting Brain”
Each fight we have with that annoying person we keep bumping into is different, but there is one thing that never changes.
It's you.
--- pp.73-74, from “Part 2, 8 Types”
It's never too late to reset your relationship.
--- p.92, from “Chapter 3 Unstable Boss”
Emotions are contagious.
This is true for both positive and negative emotions.
So, if there are pessimistic people around you, it's easy to get caught up in their views.
As a result, you may experience some of the costs described above, such as feeling discouraged, worrying more than usual about negative outcomes, and feeling like your work isn't contributing to the company.
--- p.111, from “Chapter 4: The Pessimist”
It's incredibly frustrating to work with someone who avoids responsibility.
You may feel discouraged by their negative comments and attitudes, or you may even burn out trying to deal with behaviors that lower team morale.
They are also more likely to become angry if you take on the emotional burden of having to constantly reassure them or take on the work they need to do.
--- p.133, from “Chapter 5: Victims”
People don't consciously decide to behave passive-aggressively.
Most often, it manifests as a reaction to fear of failure or rejection, avoidance of conflict, and a desire for power.
--- p.148, from “Chapter 6 Passive-Aggressive Colleagues”
The coworker who is harassing you may be acting according to norms established by others in the organization rather than seeking personal revenge.
And if so, you might want to consider whether this is where you really want to work.
--- p.210, from “Chapter 8: The Bully”
Deciding whether to confront discrimination, and if so, when and how, is an incredibly complex task.
In particular, depending on how you approach it, you may be at a disadvantage.
That's why workplace bias is particularly dangerous.
--- p.223, from “Chapter 9 Prejudiced Colleagues”
Helping a colleague correct his or her own biases is actually doing them a favor.
--- p.236, from “Chapter 9 Prejudiced Colleagues”
If there were an easy way to persuade an annoying coworker to change his or her behavior, this book would probably be much thinner.
But realistically speaking, few people change their behavior overnight just because someone else wants them to.
People change their behavior only when they want to.
--- p.286, from “Chapter 11 Nine Principles for a Smooth Relationship”
The only thing we can control is ourselves.
--- p.287, from “Chapter 11 Nine Principles for a Smooth Relationship”
It may feel miserable, but if you can't realistically quit right away, you can set some criteria to determine how much longer you can go.
When you see the light at the end of the tunnel, you will have the strength to endure until you quit your job.
--- p.322, from “Chapter 12 When All Else Fails”
At first glance, this counterproductive approach may seem appealing.
But when one tire is punctured, puncturing the rest of the tires doesn't solve the problem.
--- p.334, from “Chapter 13 Approaches with Little Effect”
Conflicts of opinion are inevitable, normal, and healthy in relationships with others.
Our goal is not to make you feel comfortable at every step, but to strengthen your relationships and take care of yourself.
--- p.349, from “Chapter 14 Self-Care”
Of course, it won't always be easy, but we can build better relationships both inside and outside of work.
We deserve it.
--- p.351, from “Chapter 14 Self-Care”
Publisher's Review
“If you are an office worker who has lost your way due to conflicts at work,
You should definitely read it at least once.
“You will never regret it.”
_〈Publisher's Weekly〉
From new employees just joining the company to leaders with decades of experience,
A book every working person should have!
This book will guide you to find your own way to get along well with people.
It doesn't matter whether you're just starting out in the workforce or you've already encountered your fair share of difficult coworkers.
You might think that you can just ignore them or not care about them, but that's probably not helpful.
Stress from interpersonal relationships in the workplace harms creativity and productivity, reduces the ability to think clearly and make sound decisions, and reduces work engagement.
You may react in ways you later regret, such as losing sleep over worry, having trouble concentrating on work, rolling your eyes in meetings and raising your voice at colleagues, or remaining silent when you should be speaking.
There are so many times when I have no choice but to endure it with a bitter smile.
Sometimes we give up because a one-size-fits-all solution doesn't work.
But we can no longer tolerate reckless, irrational, or malicious behavior.
Because we have mental health and careers to take care of.
『Human Relations in the Workplace』 is not a book that simply teaches you the art of living.
Flattering, avoiding, confronting, and countering may work in the short term, but in the long run, they often make the situation worse.
This book first examines why others act in an uncomfortable way, then reflects on yourself, and then suggests tactics to try.
It's not about just avoiding the situation, but about identifying the cause and suggesting a fundamental solution.
In July 2019, South Korea became the first country in Asia to implement the 'Workplace Bullying Prevention Act,' and 'workplace bullying and interpersonal relationships' have been cited as the top reasons for resignation for several years.
This is evidence that workplace relationship stress is a serious problem that most workers experience.
Everyone should be able to work in a safe workplace, regardless of whether they are good at their job or not.
Of course, if a colleague or boss who is giving me a hard time is someone I can't seem to find an answer to, I might have to give up and leave, but changing jobs or quitting isn't always the right answer.
Before that, we have to try everything we can.
In Dale Carnegie's "How to Win Friends and Influence People," there is a saying:
“If you understand everything, you can forgive everything.” This is also true in interpersonal relationships at work.
We feel distressed whenever the villains in our workplace do something uncomfortable.
This is especially true because I have absolutely no idea why they act that way.
But through this book, you'll learn why they behave that way and how their brains work, using psychology, management, and neuroscience.
Then you will know how to respond correctly.
At that moment, the villains at work will turn into colleagues you want to help.
The moment we learn how to get along with them, our suffering will also be greatly reduced.
I hope this book will help you build resilience in your relationships, help you recover more quickly from negative interactions, and develop the strength to cope with stress in challenging situations.
For myself, for my colleagues, and for those of you who are working hard at work today, I highly recommend this book.
"Workplace Human Relations" is an indispensable guidebook that you should keep by your side at every stage of your work life.
This book is divided into three parts.
Part 1, "Preparing for Well-Being," introduces research on the importance of relationships in the workplace and explains what happens in our brains when we get caught up in conflict.
Part 2, "The 8 Types," breaks down the difficult coworkers you encounter at work into 8 types (unstable bosses, pessimists, victims, passive-aggressive coworkers, know-it-alls, bullies, prejudiced coworkers, and office politicians) and provides tailored strategies for each type.
He also shares nine principles that can help you navigate any conflict with your coworkers, regardless of their personality type.
Part 3, "Protecting Yourself," discusses strategies for prioritizing your well-being and happiness.
It teaches you how to protect your mental health, career, reputation, and job performance, and also exposes you to popular but often ineffective approaches.
If you just want to win a fight or convince your opponent of your way of doing things, this book is not for you.
This book isn't about winning or outmaneuvering your opponents, but rather about experimenting with different tactics to find the solution that works best for you and your specific situation.
Sometimes, simply trying a new approach can change the way you interact with coworkers.
The key is to recognize that the chances of your colleague changing to someone else are very slim.
Because we have no power to interfere or control whether or how much someone can change.
Now is the perfect time to focus on the skills you need to get along well with others.
If you've read even a few pages of this book, you've taken an important first step toward reaching out in understanding and reconciliation.
If you've ever lost sleep over interpersonal relationships at work, if you're contemplating quitting your job because of someone other than work, if there's someone next to you who's annoying you right now, open this book right now.
I highly recommend this book to anyone experiencing conflict with someone at work, to leaders concerned about effective teamwork, and to all working professionals.
Through this book, let's become a 'workaholic' who reduces stress at work and performs well at work.
You should definitely read it at least once.
“You will never regret it.”
_〈Publisher's Weekly〉
From new employees just joining the company to leaders with decades of experience,
A book every working person should have!
This book will guide you to find your own way to get along well with people.
It doesn't matter whether you're just starting out in the workforce or you've already encountered your fair share of difficult coworkers.
You might think that you can just ignore them or not care about them, but that's probably not helpful.
Stress from interpersonal relationships in the workplace harms creativity and productivity, reduces the ability to think clearly and make sound decisions, and reduces work engagement.
You may react in ways you later regret, such as losing sleep over worry, having trouble concentrating on work, rolling your eyes in meetings and raising your voice at colleagues, or remaining silent when you should be speaking.
There are so many times when I have no choice but to endure it with a bitter smile.
Sometimes we give up because a one-size-fits-all solution doesn't work.
But we can no longer tolerate reckless, irrational, or malicious behavior.
Because we have mental health and careers to take care of.
『Human Relations in the Workplace』 is not a book that simply teaches you the art of living.
Flattering, avoiding, confronting, and countering may work in the short term, but in the long run, they often make the situation worse.
This book first examines why others act in an uncomfortable way, then reflects on yourself, and then suggests tactics to try.
It's not about just avoiding the situation, but about identifying the cause and suggesting a fundamental solution.
In July 2019, South Korea became the first country in Asia to implement the 'Workplace Bullying Prevention Act,' and 'workplace bullying and interpersonal relationships' have been cited as the top reasons for resignation for several years.
This is evidence that workplace relationship stress is a serious problem that most workers experience.
Everyone should be able to work in a safe workplace, regardless of whether they are good at their job or not.
Of course, if a colleague or boss who is giving me a hard time is someone I can't seem to find an answer to, I might have to give up and leave, but changing jobs or quitting isn't always the right answer.
Before that, we have to try everything we can.
In Dale Carnegie's "How to Win Friends and Influence People," there is a saying:
“If you understand everything, you can forgive everything.” This is also true in interpersonal relationships at work.
We feel distressed whenever the villains in our workplace do something uncomfortable.
This is especially true because I have absolutely no idea why they act that way.
But through this book, you'll learn why they behave that way and how their brains work, using psychology, management, and neuroscience.
Then you will know how to respond correctly.
At that moment, the villains at work will turn into colleagues you want to help.
The moment we learn how to get along with them, our suffering will also be greatly reduced.
I hope this book will help you build resilience in your relationships, help you recover more quickly from negative interactions, and develop the strength to cope with stress in challenging situations.
For myself, for my colleagues, and for those of you who are working hard at work today, I highly recommend this book.
"Workplace Human Relations" is an indispensable guidebook that you should keep by your side at every stage of your work life.
This book is divided into three parts.
Part 1, "Preparing for Well-Being," introduces research on the importance of relationships in the workplace and explains what happens in our brains when we get caught up in conflict.
Part 2, "The 8 Types," breaks down the difficult coworkers you encounter at work into 8 types (unstable bosses, pessimists, victims, passive-aggressive coworkers, know-it-alls, bullies, prejudiced coworkers, and office politicians) and provides tailored strategies for each type.
He also shares nine principles that can help you navigate any conflict with your coworkers, regardless of their personality type.
Part 3, "Protecting Yourself," discusses strategies for prioritizing your well-being and happiness.
It teaches you how to protect your mental health, career, reputation, and job performance, and also exposes you to popular but often ineffective approaches.
If you just want to win a fight or convince your opponent of your way of doing things, this book is not for you.
This book isn't about winning or outmaneuvering your opponents, but rather about experimenting with different tactics to find the solution that works best for you and your specific situation.
Sometimes, simply trying a new approach can change the way you interact with coworkers.
The key is to recognize that the chances of your colleague changing to someone else are very slim.
Because we have no power to interfere or control whether or how much someone can change.
Now is the perfect time to focus on the skills you need to get along well with others.
If you've read even a few pages of this book, you've taken an important first step toward reaching out in understanding and reconciliation.
If you've ever lost sleep over interpersonal relationships at work, if you're contemplating quitting your job because of someone other than work, if there's someone next to you who's annoying you right now, open this book right now.
I highly recommend this book to anyone experiencing conflict with someone at work, to leaders concerned about effective teamwork, and to all working professionals.
Through this book, let's become a 'workaholic' who reduces stress at work and performs well at work.
GOODS SPECIFICS
- Date of issue: November 27, 2024
- Page count, weight, size: 392 pages | 500g | 145*210*21mm
- ISBN13: 9791192389844
- ISBN10: 1192389840
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korean
![GQ KOREA Mark (Monthly): December [2025]](http://librairie.coreenne.fr/cdn/shop/files/8ef265dbbfbf186523ed75ba7319009d.jpg?v=1765340328&width=3840)
