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- 2017-09-06 发布于河南
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为什么会产生侵犯行为(Why does aggression happen)
为什么会产生侵犯行为(Why does aggression happen)
To give members a sense of achievement and not frustration, perhaps can reduce the number of violations within the organization, to create a more harmonious internal atmosphere, such organizations should be able to go farther away.
We are often in some film and television works or financial best-selling novels, see the workplace intrigues, infighting, or even to seek benefits to infringe damage, use unscrupulous divisive tactics. This violation has the interests of some people, but it has a very bad effect on the whole organization atmosphere. The leaders certainly hope to avoid and reduce the negative atmosphere within the organization, instead of the employees should be frank, mutual cooperation, whether it is the companys personal benefits can be achieved by means of reasonable and legitimate.
The employees always as one family, deeply attached to each other “ never give up ” the ideal state seems elusive. There are always within the organization or secret infringement. So, why do people have to have intention to harm others, behavior? That is to say, why people violate behavior? In those organizations in harmony, why would harm behavior hurt the organization atmosphere and interpersonal emotion?
From a biological point of interpretation, whether animal behavior, behavioral genetics or male hormone theory, have a tendency to violate definition is a human instinct. These theory schools today still have a large number of applications and progress. For example, the study found that male hormones in animal aggression in the process played a very important role. Some time ago, a famous Chinese football team to select team members put the male hormone as a standard. The default assumption is the male hormone higher players more aggressive. I think, if this explanation can be established, it is basically impossible to stop violations. Very simple, if all the life on earth to stop violations, the earth how crowded. It seems unlikely
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