Do You Have Your Best Friend In Your Work?

Workplace friendships can make employees work more efficiently, not only because friends are easier to cooperate, but there are other mysteries.

The sense of intimacy with colleagues can motivate employees to work harder, for the simple reason.

When your colleagues are close, if they do not work hard, they will be dissatisfied with the customers and the manager will be unhappy. This will also disappoint your friends.

The power of work under social pressure is more effective than any other words of the boss.

There is another reason why workplace friendships are good for organizations: employees who maintain good friendships with their colleagues are more likely to work in the company for a long time.

In today's society, loyalty to an organization has become an outdated concept and has little effect on people's career decisions.

But when a colleague is a friend at the same time, it is difficult to quit.

It is often because of our loyalty to our colleagues that we do not accept the higher salaries and higher salaries of other companies.

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What is the situation when there is no friendship in the workplace? Psychologists call it process loss. If you have worked with a difficult colleague, you may feel empathy.

The definition of operation is "energy waste and efficiency decline due to interpersonal difficulties".

We can recognize this symptom.

The moderate version includes occasional misunderstandings.

The more serious symptoms of the disease are full of tension which can not be relieved, unable to cooperate, and finally a comprehensive territorial dispute.

Your energy is not focused on how to work. You find yourself totally in the battle of interpersonal relationships, which only makes your work worse.

How can we establish workplace friendships? Two professors from Washington State University, Patricia Seges and Daniel Cahill can give us some clues.

In the study, they asked employees of various organizations to provide a close colleague.

Then they interviewed the two sides about how friendship was built.

They found that close workplace friendships were usually built by three different models.

The first is the mode of acquaintances to friends.

Seges and Cahill's research report says that in most cases, this change often occurs after about a year of work together and often among colleagues working in the same team.

So how?

Friends are usually defined as the time when they talk about non working topics together.

The more frequent workers talk about non work problems, the closer their relationship is.

Here's a wake up to those who want to establish influence in the workplace: when you talk about topics in your office only about work, you may build a reputation for your ability to work, but you can't get any friends.

The most surprising thing about Seges and Cahill's research is that they investigate second and third pformation patterns: from friends to close friends, from close friends to close friends.

The closeness and common ground that cause the first change do not contribute to a close relationship.

What is it? Discuss all kinds of problems in individual, family and work life together.

Psychologists have always stressed the establishment of a close and romantic relationship and an important factor - self - opening, as well

The key to building long-term relationships.

Of course, the challenge for most of us is to share the embarrassing information voluntarily. It's sort of like getting into an emotional casino.

If your listeners respond and talk about their secrets, you get a big reward: you start to gain a deeper and satisfying relationship.

If your self opening is not answered, or worse: you can only hear cynicism, you will feel that you are in broad daylight, and this experience is very painful.

Ironically, close relationships are often based on shared adventures.

When we reveal our weaknesses, we make new friends.

Though it seems to be exposed under fluorescent lamps in the office compartment.

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