Apathy and Aggression

Article Outline

• Copyright

• 
  • View Large Image
  • Download to PowerPoint

Life is rarely an either/or situation; however, as I was reading a blog that discussed the danger of apathy, I thought of how destructive a lack of emotion and involvement really is. It is no surprise to anyone that our country is in its current state due to politics, power, and greed, but actually the worst part in the past decade has been the apathetic attitude of the general public.

As leaders we have all experienced aggression in our leadership roles, some of which can be intensely negative, particularly as we move forward to make necessary changes for the organization's success and for nursing to be able to achieve its mission. Those who are negatively aggressive usually need something from the environment that they are not getting. It could be a lack of input in their work situation, lack of control related to scheduling or specific working situations, lack of recognition, or interpersonal issues such as being the target of abuse or the actual abuser in the workplace. In my experience, with appropriate diagnosis and positive interventions, negative aggression often can be turned around to benefit the organization. I have found this time and time again in working with vocal and sometimes abusive union advocates and others who profess an extreme dislike for management or management policies. Sometimes it is a true disdain for authority, but in an environment where the concepts of transformational leadership are core to the value system and administrative actions support that concept, negatively aggressive people can be helped to harness that energy and make a positive difference.

Apathy is entirely different. Many find it comfortable to just not care. According to Michael McNamara, an environmental biologist who has a special chat site (www.talontigerforce2244@live.com), apathy not only doesn't solve issues, it also tends to make situations worse over the long haul. Today, many people speak about not feeling empowered, but the reality is that the more apathetic society becomes, the more disempowered we are.

McNamara suggests that we ask ourselves the following questions. They are good questions to pose not just to oneself but also in sessions that focus on development and mentoring of staff. These types of soul-searching questions often help to refine our thoughts and redirect us.

A lack of caring and emotion is not positive for the individual, an organization, or society. It is antithesis to learning, and without learning and related growth, we deteriorate mentally, physically, spiritually, or all of the above. Apathy is a symptom of a disease, whether depression, feelings of futility, or lack of spirituality. It can be addressed; it just takes the will to do so. It does take time and effort. Leaders can help others turn this negativity around with the necessary tools and the guidance that each of us need as leaders and the staff need as they face the daily challenges inherent in working and living.

This edition's authors demonstrate anything but negativity or apathy. Reading Leah Curtain's article should inspire all of us to greater accomplishments, while Michael Bleich points the way for many with strategies to revitalize nursing staff after leadership turnover. All of the authors share their expertise and their positive commitments to advance nursing leadership and have a meaningful impact on society. It is clear that apathy is not something that pervades the ranks of leaders; they would not be leaders if they were apathetic.